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| Criterion |  Engineering Kanban |  Decision Making Three-Point Estimation |  Systems Thinking Leverage Points |  Agile NoEstimates |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 10-30 min je Item | Half day | laufend |
Participantsdifferent | 2-12 | 1-8 | 3-12 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Three-Point Estimate, Risk Range, Assumption Notes | Leverage Map, Action Strategy | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | FlowVisual managementDelivery | EstimationUncertaintyForecasting | Systems thinkingChangeStrategy | EstimationForecastingFlow |