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| Criterion |  Systems Thinking Systems Mapping |  Decision Making PERT Estimation |  Agile Ideal Days |  Knowledge Modeling Knowledge Mapping |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 15-45 min | 15-60 min | 1-3 h |
Participantsdifferent | 3-12 | 1-8 | 2-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | EstimationUncertaintyRisk | EstimationEffortAgile | KnowledgeMappingRisk |