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| Criterion |  Agile NoEstimates |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Decision Making Three-Point 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. | 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. | 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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | laufend | 1-5 Tage | 1-3 h | 10-30 min je Item |
Participantsdifferent | 2-12 | 4-12 | 3-12 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | EstimationForecastingFlow | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | EstimationUncertaintyForecasting |