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| Criterion |  Operations Gemba Walk |  Decision Making Assumption Surfacing |  Agile WSJF |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 30-120 min | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-6 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Assumption List, Critical Assumptions, Learning Plan | Ranked Backlog, Cost-of-Delay Assumptions | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanObservationProcessOperations | AssumptionsRiskDecisionDiscovery | LeanEconomicsSequencePrioritization | PrioritizationDeliveryEconomicsDecision |