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| Criterion |  Agile NoEstimates |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | laufend | Half day | 1-3 h | 1-4 Wochen |
Participantsdifferent | 2-12 | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationForecastingFlow | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | ForecastingExpertsDecisionStrategy |