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| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Systems Mapping |  Systems Thinking Future Reality Tree |  Agile NoEstimates |
|---|---|---|---|---|
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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 10-30 min je Item | 1-3 h | 2-4 h | laufend |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 2-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | System Map, Dependencies, Leverage Points | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationUncertaintyForecasting | Systems thinkingMappingBoundariesChange | Theory of ConstraintsSystems thinkingChange | EstimationForecastingFlow |