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| Criterion |  DevOps Incident Timeline Analysis |  Operations Gemba Walk |  Operations A3 Problem Solving |  DevOps Game Day |
|---|---|---|---|---|
Purposedifferent | For an incident with an unclear sequence, the method makes the timeline precisely visible. It separates perception, reaction, and delay so cause and effect become more clearly readable. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 60-180 min | 30-120 min | 45-90 min | Halber Tag |
Participantsdifferent | 3-10 | 2-6 | 2-5 | 5-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Incident Timeline, Evidence Log, Delay Analysis, Improvement Actions | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Simulation Notes, Gaps List, Updated Runbooks |
Tagsno overlap | IncidentTimelineSite Reliability Engineering | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | ResilienceOperationsIncident |