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| Criterion |  Agile NoEstimates |  Systems Thinking Intervention Mapping |  Domain Modeling Context Map |  Systems Thinking Systems 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. | 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 contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | laufend | 1-5 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 4-12 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Context Map, Integration Patterns, Boundary Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | EstimationForecastingFlow | ChangeSystems thinkingCapability | Domain-Driven DesignBoundariesStrategy | Systems thinkingMappingBoundariesChange |