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| Criterion |  Agile Planning Poker |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | Medium |
Timedifferent | 2-5 min je Item | 15-60 min je Zyklus | 45-90 min | 30-90 min |
Participantsdifferent | 3-9 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationAgileRelative sizingTeam | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | EstimationBacklogRelative sizing |