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| Criterion |  Systems Thinking Leverage Points |  Agile Ideal Days |  Decision Making Delphi Method |  Decision Making Wideband Delphi |
|---|---|---|---|---|
Purposedifferent | 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 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. |
Complexitydifferent | High | Low | High | High |
Timedifferent | Half day | 15-60 min | 1-4 Wochen | 1-4 h or multiple rounds |
Participantsdifferent | 3-12 | 2-9 | 6-30 Experten | 4-12 Experten |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationEffortAgile | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting |