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| Criterion |  Agile NoEstimates |  Business Strategy TOWS Matrix |  Operations Bottleneck 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | laufend | 1-2 h | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | TOWS Matrix, Strategic Options, Priority Actions | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationForecastingFlow | StrategyAnalysisOptions | FlowMeasurementConstraints | StrategyAnalysisPlanning |