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| Criterion |  Engineering Kanban |  Agile Ideal Days |  Systems Thinking Leverage Points |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Medium | Low | High | Low |
Timedifferent | Ongoing | 15-60 min | Half day | 5-20 min |
Participantsdifferent | 2-12 | 2-9 | 3-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | FlowVisual managementDelivery | EstimationEffortAgile | Systems thinkingChangeStrategy | EstimationEffortRisk |