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| Criterion |  Operations Accountability Ladder |  Agile Specification by Example |  Agile Working Agreements |  Agile Planning Poker |
|---|---|---|---|---|
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 collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 60-90 min pro Feature | 45-90 min | 2-5 min je Item |
Participantsdifferent | 1-8 | 3-6 | 3-12 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Example Table, Acceptance Tests | Working Agreements, Team Norms, Review Cadence | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | ResponsibilityLeadershipTeam | AgileRequirementsExamplesBehavior-Driven Development | TeamCollaborationAgile | EstimationAgileRelative sizingTeam |