View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile Ideal Days |  Business Strategy Value Chain 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Medium |
Timedifferent | 15-60 min | Half day | 1-3 h |
Participantsdifferent | 2-9 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationEffortAgile | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
