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| Criterion |  Systems Thinking Intervention Mapping |  Agile Affinity Estimation |  Systems Thinking Future Reality Tree |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | 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. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-5 Tage | 30-90 min | 2-4 h | 2-5 min je Item |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Affinity Size Map, Grouped Estimates, Unclear Items | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | ChangeSystems thinkingCapability | EstimationBacklogRelative sizing | Theory of ConstraintsSystems thinkingChange | EstimationAgileRelative sizingTeam |