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| Criterion |  Agile NoEstimates |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | laufend | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | 2-12 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationForecastingFlow | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange |