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| Criterion |  Agile WSJF |  Operations Bottleneck Analysis |  Operations Root Cause Tree 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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | 1-3 h | 1-3 h | 30-60 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Cause Tree, Evidence Notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanEconomicsSequencePrioritization | FlowMeasurementConstraints | Root causeTreeIncidentQuality | PrioritizationQualityFocusRoot cause |