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| Criterion |  Agile Ideal Days |  Product Strategy Impact Mapping |  Decision Making PERT Estimation |  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 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | Medium | Medium | Medium |
Timedifferent | 15-60 min | 45-90 min | 15-45 min | 1-3 h |
Participantsdifferent | 2-9 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Impact Map, Outcome Hypotheses, Delivery Options | PERT Estimate, Expected Value, Risk Notes | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationEffortAgile | OutcomesStrategyBehaviorPlanning | EstimationUncertaintyRisk | StrategyAnalysisPlanning |