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| Criterion |  Operations ABC Analysis |  Product Discovery Jobs to Be Done |  Operations After-Action Review |  Product Discovery Kano Model |
|---|---|---|---|---|
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 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 1-3 Wochen | 20-45 min | 1-2 Tage |
Participantsdifferent | 1-5 | 5-12 Interviews | 3-12 | 10-50 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Job Stories, Outcome Statements, Opportunity List | Lessons learned, Action items, Event summary | Kano Matrix, Feature Classes, Priority Themes |
Tagsno overlap | PrioritizationOperationsPortfolio | CustomerOutcomesNeeds | LearningOperationsImprovement | SatisfactionPrioritizationCustomer |