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| Criterion |  Agile Working Agreements |  Operations Kaizen Event |  Operations Gemba Walk |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 30-120 min | 2-5 min je Item |
Participantsdifferent | 3-12 | 4-10 | 2-6 | 3-9 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Working Agreements, Team Norms, Review Cadence | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | TeamCollaborationAgile | LeanContinuous improvementOperations | LeanObservationProcessOperations | EstimationAgileRelative sizingTeam |