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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 15-60 min | Half day | 1-4 h or multiple rounds | 2-4 h |
Participantsdifferent | 2-9 | 3-12 | 4-12 Experten | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | EstimationExpertsForecasting | Theory of ConstraintsSystems thinkingChange |