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| Criterion |  Agile NoEstimates |  Systems Thinking Evaporating Cloud |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | laufend | 60-120 min | 2-6 h | 1-3 h |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | EstimationForecastingFlow | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics |