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| Criterion |  Agile NoEstimates |  Agile Ideal Days |  Systems Thinking Leverage Points |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | laufend | 15-60 min | Half day | 5-20 min |
Participantsdifferent | 2-12 | 2-9 | 3-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationForecastingFlow | EstimationEffortAgile | Systems thinkingChangeStrategy | EstimationEffortRisk |