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| Criterion |  Agile NoEstimates |  Operations Bottleneck Analysis |  Systems Thinking Intervention Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | laufend | 1-3 h | 1-5 Tage | 2-6 h |
Participantsdifferent | 2-12 | 3-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | EstimationForecastingFlow | FlowMeasurementConstraints | ChangeSystems thinkingCapability | Systems thinkingRoot causeConstraintsCausality |