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| Criterion |  Systems Thinking Intervention Mapping |  Agile NoEstimates |  Engineering Kanban |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 1-5 Tage | laufend | Ongoing | 2-4 h |
Participantsdifferent | 4-12 | 2-12 | 2-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Throughput Data, Flow Forecast, Slicing Rules | Kanban board, WIP policies, Flow metrics | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ChangeSystems thinkingCapability | EstimationForecastingFlow | FlowVisual managementDelivery | Theory of ConstraintsSystems thinkingChange |