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| Criterion |  Operations Change Analysis |  Agile WSJF |  Decision Making Delphi Method |  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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low |
Timedifferent | 45-120 min | 45-90 min | 1-4 Wochen | 15-30 min |
Participantsdifferent | 2-6 | 3-10 | 6-30 Experten | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ranked Backlog, Cost-of-Delay Assumptions | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanEconomicsSequencePrioritization | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving |