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| Criterion |  Agile NoEstimates |  Operations Causal Factor Analysis |  Operations MORT 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 a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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 | High | High |
Timedifferent | laufend | 2-6 h | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 2-12 | 3-10 | 2-6 | 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 | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | EstimationForecastingFlow | CausalityIncidentRoot causeTimeline | Root causeSafetySystemicIncident | Systems thinkingRoot causeConstraintsCausality |