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| Criterion |  Decision Making Delphi Method |  Agile 4Ls Retrospective |  Decision Making Wideband Delphi |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer 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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 1-4 Wochen | 45–75 min | 1-4 h or multiple rounds | 30-60 min |
Participantsdifferent | 6-30 Experten | Team members involved | 4-12 Experten | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | 4Ls Board, Learning Themes, Improvement Actions | Estimate Range, Assumption Log, Expert Consensus Notes | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | RetrospectiveLearningReflectionTeam | EstimationExpertsForecasting | RetrospectiveImprovementTeamReflection |