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| Criterion |  Operations Change Analysis |  Agile WSJF |  Operations ABC Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-120 min | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 2-6 | 3-10 | 1-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ranked Backlog, Cost-of-Delay Assumptions | ABC Classification, Focus Rules, Control List | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanEconomicsSequencePrioritization | PrioritizationOperationsPortfolio | Root causeIncidentLeanProblem solving |