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| Criterion |  Decision Making Constraint Analysis |  Agile WSJF |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-90 min | 45-90 min | 30-120 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 2-6 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Ranked Backlog, Cost-of-Delay Assumptions | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LeanEconomicsSequencePrioritization | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |