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| Criterion |  Agile NoEstimates |  Decision Making Decision Rights Mapping |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | 90-180 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 2-12 | 4-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationForecastingFlow | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |