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| Criterion |  Agile NoEstimates |  Business Strategy McKinsey 7S |  Business Strategy Balanced Scorecard |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | laufend | 2-4 h | Halber Tag bis mehrere Wochen | 1-4 Wochen |
Participantsdifferent | 2-12 | 3-12 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | 7S Assessment, Alignment Gaps, Change Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationForecastingFlow | OrganizationStrategyAlignmentChange | StrategyMetricsExecution | ForecastingExpertsDecisionStrategy |