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| Criterion |  Agile NoEstimates |  Product Strategy Impact Mapping |  Business Strategy SWOT Analysis |  Business Strategy GAP 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. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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 | Medium | Low | Medium |
Timedifferent | laufend | 45-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 2-12 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Impact Map, Outcome Hypotheses, Delivery Options | SWOT matrix, Strategic options, Action list | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationForecastingFlow | OutcomesStrategyBehaviorPlanning | StrategyAnalysisMarketPositioning | StrategyAnalysisPlanning |