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| Criterion |  Operations 5 Whys |  Decision Making Risk Matrix |  Agile WSJF |
|---|---|---|---|
Purposedifferent | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. |
Complexitydifferent | Low | Low | High |
Timedifferent | 15-30 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 3-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Risk Matrix, Top Risk List | Ranked Backlog, Cost-of-Delay Assumptions |
Tagsno overlap | Root causeIncidentLeanProblem solving | RiskDecisionPrioritizationAssessment | LeanEconomicsSequencePrioritization |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
