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| Criterion |  Agile NoEstimates |  Systems Thinking Current Reality Tree |  Operations Root Cause Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | laufend | 2-6 h | 1-4 h | 2-6 h |
Participantsdifferent | 2-12 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Current Reality Tree, Core Problems, Intervention Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | EstimationForecastingFlow | Systems thinkingRoot causeConstraintsCausality | Root causeProblem solvingQualityIncident | CausalityIncidentRoot causeTimeline |