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| Criterion |  Agile NoEstimates |  Systems Thinking Leverage Points |  Agile Bucket System |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | 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 a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | laufend | Half day | 30-90 min | 2-4 h |
Participantsdifferent | 2-12 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Leverage Map, Action Strategy | Bucketed Backlog, Relative Estimates, Split Candidates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationForecastingFlow | Systems thinkingChangeStrategy | EstimationBacklogRelative sizing | Theory of ConstraintsSystems thinkingChange |