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| Criterion |  Agile WSJF |  Operations Barrier Analysis |  Operations Root Cause Analysis |  Decision Making Pareto 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 1-4 h | 30-60 min |
Participantsdifferent | 3-10 | 2-6 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanEconomicsSequencePrioritization | Root causeSafetyIncident | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause |