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| Criterion |  Agile Ideal Days |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |  Business Strategy PESTLE 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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-60 min | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-9 | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationEffortAgile | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning | StrategyMarketAnalysis |