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| Criterion |  Systems Thinking Intervention Mapping |  Delivery Monte Carlo Forecasting |  Agile NoEstimates |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-5 Tage | 30-90 min Setup, danach laufend | laufend | 1-3 h |
Participantsdifferent | 4-12 | 1-8 | 2-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Forecast Percentiles, Throughput Dataset, Risk Communication | Throughput Data, Flow Forecast, Slicing Rules | System Map, Dependencies, Leverage Points |
Tagsno overlap | ChangeSystems thinkingCapability | ForecastingFlowDelivery | EstimationForecastingFlow | Systems thinkingMappingBoundariesChange |