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| Criterion |  Agile Scrum |  Decision Making Decision Tree |  Agile Specification by Example |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen je Sprint, laufend | 30-90 min | 60-90 min pro Feature | 45-90 min |
Participantsdifferent | 3-10 (Scrum Team) | 1-6 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Decision Tree, Option Map, Assumption List | Example Table, Acceptance Tests | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | AgileIterationCadence | DecisionTreeOptions | AgileRequirementsExamplesBehavior-Driven Development | FacilitationOptionsDecision |