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| Criterion |  Operations Accountability Ladder |  Agile Specification by Example |  Agile Planning Poker |  Agile Example Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 60-90 min pro Feature | 2-5 min je Item | 30-60 min |
Participantsdifferent | 1-8 | 3-6 | 3-9 | 3-7 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Example Table, Acceptance Tests | Relative Estimates, Assumption Notes, Split Candidates | Example Map, Acceptance Criteria, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | AgileRequirementsExamplesBehavior-Driven Development | EstimationAgileRelative sizingTeam | Behavior-Driven DevelopmentRequirementsExamplesRefinement |