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| Criterion |  Agile NoEstimates |  Operations Bottleneck Analysis |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | laufend | 1-3 h | 1-5 Tage | Half day |
Participantsdifferent | 2-12 | 3-8 | 4-12 | 3-12 |
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 | Leverage Map, Action Strategy |
Tagsno overlap | EstimationForecastingFlow | FlowMeasurementConstraints | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy |