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| Criterion |  Agile Ideal Days |  Business Strategy PESTLE Analysis |  Product Strategy Impact Mapping |  Business Strategy SWOT 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. | 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. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-60 min | 1-3 h | 45-90 min | 30-60 min |
Participantsdifferent | 2-9 | 2-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PESTLE Map, External Risks, Strategic Questions | Impact Map, Outcome Hypotheses, Delivery Options | SWOT matrix, Strategic options, Action list |
Tagsno overlap | EstimationEffortAgile | StrategyMarketAnalysis | OutcomesStrategyBehaviorPlanning | StrategyAnalysisMarketPositioning |