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| Criterion |  Agile NoEstimates |  Operations Change 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 |
Timedifferent | laufend | 45-120 min | 60–90 min |
Participantsdifferent | 2-12 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationForecastingFlow | ChangeRoot causeTroubleshootingComparison | StakeholdersAlignmentFacilitationChange |
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