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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy PESTLE Analysis |  Business Strategy GAP Analysis |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | 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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 10-30 min je Item | 1-3 h | 1-3 h | 0.5-2 Tage |
Participantsdifferent | 1-8 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyMarketAnalysis | StrategyAnalysisPlanning | StrategyUncertaintyPlanning |