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| Criterion |  Agile Planning Poker |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |  Agile Affinity Estimation |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | High | Low | Medium |
Timedifferent | 2-5 min je Item | 2-4 h | 45-90 min | 30-90 min |
Participantsdifferent | 3-9 | 3-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationAgileRelative sizingTeam | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy | EstimationBacklogRelative sizing |