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| Criterion |  Agile Planning Poker |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | 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 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 | High | Medium |
Timedifferent | 2-5 min je Item | Half day | 2-4 h | 30-90 min |
Participantsdifferent | 3-9 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Bucketed Backlog, Relative Estimates, Split Candidates |
Tagsno overlap | EstimationAgileRelative sizingTeam | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | EstimationBacklogRelative sizing |