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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | High | High |
Timedifferent | 15-60 min | Half day | 1-4 h or multiple rounds |
Participantsdifferent | 2-9 | 3-12 | 4-12 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | EstimationExpertsForecasting |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
