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| Criterion |  Agile NoEstimates |  Domain Modeling Domain Context Map |  Systems Thinking Intervention Mapping |  Systems Thinking Systems 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. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | laufend | 1-3 h | 1-5 Tage | 1-3 h |
Participantsdifferent | 2-12 | 3-10 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Domain Context Map, Boundary Notes, Ownership Map | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points |
Tagsno overlap | EstimationForecastingFlow | Domain-Driven DesignContextBoundaries | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange |