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| Criterion |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Business Strategy Value Chain Analysis |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 15-45 min | 5-20 min | Half day | 1-3 h |
Participantsdifferent | 1-8 | 3-20 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning |