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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-4 h or multiple rounds | 1-3 h | 1-5 Tage | laufend |
Participantsdifferent | 4-12 Experten | 3-12 | 4-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationExpertsForecasting | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | EstimationForecastingFlow |