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| Criterion |  Agile NoEstimates |  Systems Thinking Leverage Points |  Domain Modeling Domain 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. | 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 domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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 | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Leverage Map, Action Strategy | Domain Context Map, Boundary Notes, Ownership Map | System Map, Dependencies, Leverage Points |
Tagsno overlap | EstimationForecastingFlow | Systems thinkingChangeStrategy | Domain-Driven DesignContextBoundaries | Systems thinkingMappingBoundariesChange |