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| Criterion |  Agile Planning Poker |  Decision Making OODA Loop |  Agile Affinity Estimation |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | 2-5 min je Item | 15-60 min je Zyklus | 30-90 min | 45–75 min |
Participantsdifferent | 3-9 | 1-8 | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Situation Assessment, Decision Loop, Action Updates | Affinity Size Map, Grouped Estimates, Unclear Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | EstimationAgileRelative sizingTeam | DecisionChangeLearningStrategy | EstimationBacklogRelative sizing | RetrospectiveLearningReflectionTeam |