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| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Intervention Mapping |  Agile NoEstimates |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 10-30 min je Item | 1-5 Tage | laufend | 30-90 min Setup, danach laufend |
Participantsdifferent | 1-8 | 4-12 | 2-12 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Throughput Data, Flow Forecast, Slicing Rules | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | EstimationUncertaintyForecasting | ChangeSystems thinkingCapability | EstimationForecastingFlow | ForecastingFlowDelivery |