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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Dot Estimation |  Agile NoEstimates |  Agile Ideal Days |
|---|---|---|---|---|
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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-5 Tage | 5-20 min | laufend | 15-60 min |
Participantsdifferent | 4-12 | 3-20 | 2-12 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Effort Heatmap, Risk Signals, Discussion Targets | Throughput Data, Flow Forecast, Slicing Rules | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | ChangeSystems thinkingCapability | EstimationEffortRisk | EstimationForecastingFlow | EstimationEffortAgile |