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| Criterion |  Agile WSJF |  Operations ABC Analysis |  Decision Making RAPID |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 1-5 | 3-12 | 2-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | ABC Classification, Focus Rules, Control List | RAPID Role Map, Recommendation, Decision Log | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanEconomicsSequencePrioritization | PrioritizationOperationsPortfolio | DecisionRolesGovernance | LeanProblem solvingCoachingOperations |