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| Criterion |  Agile Ideal Days |  Facilitation Dot Estimation |  Business Strategy PESTLE Analysis |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-60 min | 5-20 min | 1-3 h | 1-3 h |
Participantsdifferent | 2-9 | 3-20 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Effort Heatmap, Risk Signals, Discussion Targets | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationEffortAgile | EstimationEffortRisk | StrategyMarketAnalysis | StrategyAnalysisPlanning |