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| Criterion |  Agile NoEstimates |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | laufend | 1-3 h | 30-90 min | 1-2 h |
Participantsdifferent | 2-12 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | EstimationForecastingFlow | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions | StrategyAnalysisOptions |