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| Criterion |  Systems Thinking Intervention Mapping |  Agile Ideal Days |  Agile NoEstimates |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-5 Tage | 15-60 min | laufend | 5-20 min |
Participantsdifferent | 4-12 | 2-9 | 2-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Throughput Data, Flow Forecast, Slicing Rules | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | ChangeSystems thinkingCapability | EstimationEffortAgile | EstimationForecastingFlow | EstimationEffortRisk |