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| Criterion |  Systems Thinking Evaporating Cloud |  Decision Making PERT Estimation |  Agile NoEstimates |
|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 60-120 min | 15-45 min | laufend |
Participantsdifferent | 2-8 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | EstimationUncertaintyRisk | EstimationForecastingFlow |
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