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| Criterion |  Agile NoEstimates |  Delivery Monte Carlo Forecasting |  Systems Thinking Intervention Mapping |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | Medium |
Timedifferent | laufend | 30-90 min Setup, danach laufend | 1-5 Tage | 1-3 h |
Participantsdifferent | 2-12 | 1-8 | 4-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Forecast Percentiles, Throughput Dataset, Risk Communication | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points |
Tagsno overlap | EstimationForecastingFlow | ForecastingFlowDelivery | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange |