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| Criterion |  Agile NoEstimates |  Systems Thinking Evaporating Cloud |  Systems Thinking Systems Mapping |  Systems Thinking Intervention 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | 60-120 min | 1-3 h | 1-5 Tage |
Participantsdifferent | 2-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | EstimationForecastingFlow | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability |