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| Criterion |  Operations ABC Analysis |  Agile Example Mapping |  Operations Gemba Walk |  Agile Acceptance Criteria Workshop |
|---|---|---|---|---|
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 a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 a story needs clear checkpoints before implementation, it sharpens expectation and scope together. It sorts work by value, risk, and delivery ability. The result is captured as Acceptance Criteria and a Story Update. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 30-60 min | 30-120 min | 20-40 min pro Story |
Participantsdifferent | 1-5 | 3-7 | 2-6 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Example Map, Acceptance Criteria, Open Questions | Observation Notes, Improvement Ideas | Acceptance Criteria, Story Update |
Tagsno overlap | PrioritizationOperationsPortfolio | Behavior-Driven DevelopmentRequirementsExamplesRefinement | LeanObservationProcessOperations | AgileRequirementsRefinementBehavior-Driven Development |