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| Criterion |  Business Strategy TOWS Matrix |  Agile Ideal Days |  Decision Making Option Framing |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | 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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 15-60 min | 45-120 min | 5-20 min |
Participantsdifferent | 3-10 | 2-9 | 3-8 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | StrategyAnalysisOptions | EstimationEffortAgile | OptionsDecision framingStrategyComparison | EstimationEffortRisk |