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| Criterion |  Agile WSJF |  Decision Making Constraint Analysis |  Operations Causal Factor Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 45-90 min | 30-90 min | 2-6 h | 15-30 min |
Participantsdifferent | 3-10 | 2-8 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanEconomicsSequencePrioritization | ConstraintsDecisionPlanningOptions | CausalityIncidentRoot causeTimeline | Root causeIncidentLeanProblem solving |