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| Criterion |  Operations ABC Analysis |  Product Discovery Dual-Track Agile |  Product Discovery Jobs to Be Done |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | Laufend, Wochen bis Monate | 1-3 Wochen | 60-120 min |
Participantsdifferent | 1-5 | 4-10 | 5-12 Interviews | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Job Stories, Outcome Statements, Opportunity List | Opportunity Score Table, Top Outcomes |
Tagsno overlap | PrioritizationOperationsPortfolio | AgileDiscoveryDelivery | CustomerOutcomesNeeds | PrioritizationDiscoveryOutcomesNeeds |