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| Criterion |  Facilitation Delegation Poker |  Agile WSJF |  Agile 4Ls Retrospective |  Operations Learning Review |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 45–75 min | 1-3 h |
Participantsdifferent | 3-10 | 3-10 | Team members involved | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Ranked Backlog, Cost-of-Delay Assumptions | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | AutonomyRolesTeam | LeanEconomicsSequencePrioritization | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations |