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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy GAP Analysis |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 1-3 h | 30-90 min | 1-2 h |
Participantsdifferent | 1-8 | 2-8 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Gap Matrix, Action Plan, Risk Notes | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyAnalysisPlanning | DecisionTreeOptions | StrategyAnalysisOptions |