View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile NoEstimates |  Business Strategy McKinsey 7S |  Systems Thinking Future Reality Tree |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. | 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 | Medium | High | High |
Timedifferent | laufend | 2-4 h | 2-4 h | 1-4 Wochen |
Participantsdifferent | 2-12 | 3-12 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | 7S Assessment, Alignment Gaps, Change Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationForecastingFlow | OrganizationStrategyAlignmentChange | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy |