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| Criterion |  Agile NoEstimates |  Business Strategy McKinsey 7S |  Decision Making DACI |  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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | High |
Timedifferent | laufend | 2-4 h | 30-60 min | 1-4 Wochen |
Participantsdifferent | 2-12 | 3-12 | 2-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationForecastingFlow | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment | ForecastingExpertsDecisionStrategy |