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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy Value Chain 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Medium | High |
Timedifferent | 10-30 min je Item | Half day | 1-3 h | 0.5-2 Tage |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Value Chain Map, Lever List | Gap Matrix, Action Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisPlanning | StrategyUncertaintyPlanning |