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| Criterion |  Agile NoEstimates |  Engineering Kanban |  Systems Thinking Evaporating Cloud |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | Ongoing | 60-120 min | 0.5-3 Tage |
Participantsdifferent | 2-12 | 2-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Kanban board, WIP policies, Flow metrics | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | EstimationForecastingFlow | FlowVisual managementDelivery | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsConstraintsSystems thinkingCausality |