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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|
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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | High | High |
Timedifferent | 15-60 min | Half day | 1-4 Wochen |
Participantsdifferent | 2-9 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |
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