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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Three-Point Estimation |  Agile NoEstimates |
|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-2 h | 10-30 min je Item | laufend |
Participantsdifferent | 3-12 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Three-Point Estimate, Risk Range, Assumption Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | Systems thinkingTradeoffsLeadership | EstimationUncertaintyForecasting | EstimationForecastingFlow |
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