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| Criterion |  Product Discovery User Story Mapping |  Operations Fault Tree Analysis |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | When user goals and delivery scope could drift apart, it orders the journey from goal to slice. It makes visible where an MVP can genuinely be cut. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 2-4 h | 2-6 h | 30-90 min | 2-6 h |
Participantsdifferent | 4-10 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Story Map, Release Slices, Backlog Candidates | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | BacklogJourneyPlanningMVP | RiskRoot causeSafety | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |