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| Criterion |  Agile NoEstimates |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |  Business Strategy SWOT 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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | laufend | 1-3 h | Half day | 30-60 min |
Participantsdifferent | 2-12 | 2-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List | SWOT matrix, Strategic options, Action list |
Tagsno overlap | EstimationForecastingFlow | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisMarketPositioning |