View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Agile NoEstimates |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 1-5 Tage | laufend | 10-30 min je Item |
Participantsdifferent | 3-12 | 4-12 | 2-12 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Throughput Data, Flow Forecast, Slicing Rules | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | EstimationForecastingFlow | EstimationUncertaintyForecasting |