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| Criterion |  Decision Making Wideband Delphi |  Business Strategy PESTLE Analysis |  Agile NoEstimates |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h or multiple rounds | 1-3 h | laufend | 30-60 min |
Participantsdifferent | 4-12 Experten | 2-10 | 2-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | PESTLE Map, External Risks, Strategic Questions | Throughput Data, Flow Forecast, Slicing Rules | SWOT matrix, Strategic options, Action list |
Tagsno overlap | EstimationExpertsForecasting | StrategyMarketAnalysis | EstimationForecastingFlow | StrategyAnalysisMarketPositioning |