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| Criterion |  Business Strategy PESTLE Analysis |  Agile Planning Poker |  Business Strategy GAP Analysis |  Agile Affinity Estimation |
|---|---|---|---|---|
Purposedifferent | 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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 2-5 min je Item | 1-3 h | 30-90 min |
Participantsdifferent | 2-10 | 3-9 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Relative Estimates, Assumption Notes, Split Candidates | Gap Matrix, Action Plan, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | StrategyMarketAnalysis | EstimationAgileRelative sizingTeam | StrategyAnalysisPlanning | EstimationBacklogRelative sizing |