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| Criterion |  Agile NoEstimates |  Systems Thinking Systems Mapping |  Decision Making Three-Point Estimation |  Systems Thinking Intervention 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. | 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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | 1-3 h | 10-30 min je Item | 1-5 Tage |
Participantsdifferent | 2-12 | 3-12 | 1-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | System Map, Dependencies, Leverage Points | Three-Point Estimate, Risk Range, Assumption Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | EstimationForecastingFlow | Systems thinkingMappingBoundariesChange | EstimationUncertaintyForecasting | ChangeSystems thinkingCapability |