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| Criterion |  Agile Planning Poker |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Agile Bucket System |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 2-5 min je Item | Half day | 45-90 min | 30-90 min |
Participantsdifferent | 3-9 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Bucketed Backlog, Relative Estimates, Split Candidates |
Tagsno overlap | EstimationAgileRelative sizingTeam | Systems thinkingChangeStrategy | ChangeDecisionStrategy | EstimationBacklogRelative sizing |