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| Criterion |  Agile Story Points |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | laufend, 1-5 min je Item | 2-6 h | 1-3 h | 1-3 h |
Participantsdifferent | 3-9 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | EstimationAgileMeasurement | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints | FeedbackSystems thinkingCausalityDynamics |