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| Criterion |  Agile Planning Poker |  Business Strategy PESTLE Analysis |  Agile Affinity Estimation |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 2-5 min je Item | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | 3-9 | 2-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | PESTLE Map, External Risks, Strategic Questions | Affinity Size Map, Grouped Estimates, Unclear Items | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationAgileRelative sizingTeam | StrategyMarketAnalysis | EstimationBacklogRelative sizing | StrategyAnalysisPlanning |