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| Criterion |  Agile ROAM Board |  Operations Root Cause Analysis |  Agile Ideal Days |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-40 min initial, dann laufend | 1-4 h | 15-60 min | 15-30 min |
Participantsdifferent | 3-15 | 3-8 | 2-9 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Root cause notes, Countermeasures |
Tagsno overlap | RiskAgileTrackingAlignment | Root causeProblem solvingQualityIncident | EstimationEffortAgile | Root causeIncidentLeanProblem solving |