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| Criterion |  Agile Story Splitting |  Agile WSJF |  Operations 5 Whys |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | 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 | Medium | High | Low | High |
Timedifferent | 30-60 min | 45-90 min | 15-30 min | 90-180 min |
Participantsdifferent | 2-6 | 3-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Ranked Backlog, Cost-of-Delay Assumptions | Root cause notes, Countermeasures | CoD Table, Prioritization Sequence |
Tagsno overlap | BacklogIterationDelivery | LeanEconomicsSequencePrioritization | Root causeIncidentLeanProblem solving | PrioritizationDeliveryEconomicsDecision |