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| Criterion |  Decision Making Delphi Method |  Agile Planning Poker |  Decision Making OODA Loop |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-4 Wochen | 2-5 min je Item | 15-60 min je Zyklus | 45–75 min |
Participantsdifferent | 6-30 Experten | 3-9 | 1-8 | Team members involved |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Relative Estimates, Assumption Notes, Split Candidates | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | EstimationAgileRelative sizingTeam | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam |