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| Criterion |  Agile NoEstimates |  Facilitation Stakeholder Mapping |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | laufend | 60–90 min | 1-4 Wochen | 2-4 h |
Participantsdifferent | 2-12 | 2-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Stakeholder Map, Engagement Plan, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | EstimationForecastingFlow | StakeholdersAlignmentFacilitationChange | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange |