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| Criterion |  Systems Thinking Intervention Mapping |  Agile NoEstimates |  Delivery Monte Carlo Forecasting |  Engineering Kanban |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-5 Tage | laufend | 30-90 min Setup, danach laufend | Ongoing |
Participantsdifferent | 4-12 | 2-12 | 1-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Throughput Data, Flow Forecast, Slicing Rules | Forecast Percentiles, Throughput Dataset, Risk Communication | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | ChangeSystems thinkingCapability | EstimationForecastingFlow | ForecastingFlowDelivery | FlowVisual managementDelivery |