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| Criterion |  Agile Working Agreements |  Operations PDCA Cycle |  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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | 30-120 min | 2-5 min je Item |
Participantsdifferent | 3-12 | 1-8 | 2-6 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Working Agreements, Team Norms, Review Cadence | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | TeamCollaborationAgile | Continuous improvementLeanExperiments | LeanObservationProcessOperations | EstimationAgileRelative sizingTeam |