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| Criterion |  Agile Scrum |  Agile Ideal Days |  Decision Making Force Field Analysis |
|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 1-4 Wochen je Sprint, laufend | 15-60 min | 45-90 min |
Participantsdifferent | 3-10 (Scrum Team) | 2-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AgileIterationCadence | EstimationEffortAgile | ChangeDecisionStrategy |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
