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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Systems Thinking Behavior Over Time Graph |  Systems Thinking Iceberg Model |
|---|---|---|---|---|
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. | 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. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 15-45 min | 20-45 min | 30-60 min |
Participantsdifferent | 2-9 | 1-8 | 1-10 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Behavior Over Time Graph, Trend Hypotheses, Key Events | Iceberg Worksheet, Pattern Notes, Intervention Ideas |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyRisk | Systems thinkingPatternsDynamics | Systems thinkingRoot causePatterns |