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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy TOWS Matrix |  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. | 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. | 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 | 1-2 h | laufend | 1-3 h |
Participantsdifferent | 1-8 | 3-10 | 2-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | TOWS Matrix, Strategic Options, Priority Actions | Throughput Data, Flow Forecast, Slicing Rules | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyAnalysisOptions | EstimationForecastingFlow | StrategyAnalysisPlanning |