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| Criterion |  Engineering Kanban |  Agile NoEstimates |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 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. | 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. | 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 | Medium | Medium | High | High |
Timedifferent | Ongoing | laufend | Half day | 2-4 h |
Participantsdifferent | 2-12 | 2-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | FlowVisual managementDelivery | EstimationForecastingFlow | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |