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| Criterion |  Agile NoEstimates |  Operations Causal Factor Analysis |  DevOps Incident Timeline Analysis |  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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For an incident with an unclear sequence, the method makes the timeline precisely visible. It separates perception, reaction, and delay so cause and effect become more clearly readable. | 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 | High | Medium | High |
Timedifferent | laufend | 2-6 h | 60-180 min | 2-6 h |
Participantsdifferent | 2-12 | 3-10 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Incident Timeline, Evidence Log, Delay Analysis, Improvement Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | EstimationForecastingFlow | CausalityIncidentRoot causeTimeline | IncidentTimelineSite Reliability Engineering | Systems thinkingRoot causeConstraintsCausality |