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| Criterion |  Agile WSJF |  Operations After-Action Review |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 45-90 min | 20-45 min | 30-120 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanEconomicsSequencePrioritization | LearningOperationsImprovement | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |