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| Criterion |  Agile Planning Poker |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 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 | Low | High | High | High |
Timedifferent | 2-5 min je Item | Half day | 1-4 h or multiple rounds | 1-4 Wochen |
Participantsdifferent | 3-9 | 3-12 | 4-12 Experten | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationAgileRelative sizingTeam | Systems thinkingChangeStrategy | EstimationExpertsForecasting | ForecastingExpertsDecisionStrategy |