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| Criterion |  Engineering Kanban |  Decision Making Three-Point Estimation |  Systems Thinking Intervention Mapping |  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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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 | 10-30 min je Item | 1-5 Tage | 2-4 h |
Participantsdifferent | 2-12 | 1-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Three-Point Estimate, Risk Range, Assumption Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyForecasting | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange |