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| Criterion |  Product Discovery Kano Model |  Agile WSJF |  Product Discovery Opportunity Scoring |  Product Discovery Jobs to Be Done |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 Tage | 45-90 min | 60-120 min | 1-3 Wochen |
Participantsdifferent | 10-50 | 3-10 | 3-6 | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Ranked Backlog, Cost-of-Delay Assumptions | Opportunity Score Table, Top Outcomes | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanEconomicsSequencePrioritization | PrioritizationDiscoveryOutcomesNeeds | CustomerOutcomesNeeds |