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| Criterion |  Agile NoEstimates |  Systems Thinking Intervention Mapping |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | laufend | 1-5 Tage | 1-2 h | 30-60 min |
Participantsdifferent | 2-12 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationForecastingFlow | ChangeSystems thinkingCapability | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |