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| Criterion |  Agile NoEstimates |  Operations ABC Analysis |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | laufend | 30-60 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-12 | 1-5 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | ABC Classification, Focus Rules, Control List | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | EstimationForecastingFlow | PrioritizationOperationsPortfolio | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning |