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| Criterion |  Agile NoEstimates |  Business Strategy GAP Analysis |  Product Strategy Impact Mapping |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | laufend | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationForecastingFlow | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning | StrategyMarketAnalysis |