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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy PESTLE Analysis |  Agile NoEstimates |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 1-3 h | laufend | 1-3 h |
Participantsdifferent | 1-8 | 2-10 | 2-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | PESTLE Map, External Risks, Strategic Questions | Throughput Data, Flow Forecast, Slicing Rules | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyMarketAnalysis | EstimationForecastingFlow | StrategyAnalysisPlanning |