View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Strategy Impact Mapping |  Agile Ideal Days |  Agile Planning Poker |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 15-60 min | 2-5 min je Item | 1-3 h |
Participantsdifferent | 3-8 | 2-9 | 3-9 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | EstimationEffortAgile | EstimationAgileRelative sizingTeam | StrategyAnalysisPlanning |