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| Criterion |  Agile Ideal Days |  Systems Thinking Intervention Mapping |  Decision Making PERT Estimation |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 15-60 min | 1-5 Tage | 15-45 min | Half day |
Participantsdifferent | 2-9 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | PERT Estimate, Expected Value, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | EstimationEffortAgile | ChangeSystems thinkingCapability | EstimationUncertaintyRisk | Systems thinkingChangeStrategy |