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| Criterion |  Agile Planning Poker |  Decision Making OODA Loop |  Decision Making Delphi Method |  Decision Making Wideband Delphi |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 2-5 min je Item | 15-60 min je Zyklus | 1-4 Wochen | 1-4 h or multiple rounds |
Participantsdifferent | 3-9 | 1-8 | 6-30 Experten | 4-12 Experten |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | EstimationAgileRelative sizingTeam | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting |