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| Criterion |  Decision Making Decision Tree |  Agile Planning Poker |  Decision Making Assumption Surfacing |  Agile Affinity Estimation |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 2-5 min je Item | 45-90 min | 30-90 min |
Participantsdifferent | 1-6 | 3-9 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Relative Estimates, Assumption Notes, Split Candidates | Assumption List, Critical Assumptions, Learning Plan | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | DecisionTreeOptions | EstimationAgileRelative sizingTeam | AssumptionsRiskDecisionDiscovery | EstimationBacklogRelative sizing |