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| Criterion |  Agile NoEstimates |  Systems Thinking Future Reality Tree |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Low |
Timedifferent | laufend | 2-4 h | 60–90 min |
Participantsdifferent | 2-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationForecastingFlow | Theory of ConstraintsSystems thinkingChange | StakeholdersAlignmentFacilitationChange |
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