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| Criterion |  Product Discovery Kano Model |  Agile Three Amigos |  Operations 8D Problem Solving |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | When story, test, and implementation could drift apart, it brings business perspective, engineering, and quality together early. It prevents a story from being read differently only late in the process. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 Tage | 15-30 min | 1-6 Wochen | 30-60 min |
Participantsdifferent | 10-50 | 3 | 4-10 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Clarified Story, Test Examples, Open Questions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SatisfactionPrioritizationCustomer | CollaborationBehavior-Driven DevelopmentQualityRefinement | QualityProblem solvingRoot cause | PrioritizationQualityFocusRoot cause |