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| Criterion |  Operations Accountability Ladder |  Agile Working Agreements |  Agile Example Mapping |  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 collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | 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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 2-5 min je Item |
Participantsdifferent | 1-8 | 3-12 | 3-7 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Working Agreements, Team Norms, Review Cadence | Example Map, Acceptance Criteria, Open Questions | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | ResponsibilityLeadershipTeam | TeamCollaborationAgile | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationAgileRelative sizingTeam |