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| Criterion |  Agile WSJF |  Decision Making Decision Tree |  Operations 5 Whys |  Operations Root Cause Tree 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 45-90 min | 30-90 min | 15-30 min | 1-3 h |
Participantsdifferent | 3-10 | 1-6 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Decision Tree, Option Map, Assumption List | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | LeanEconomicsSequencePrioritization | DecisionTreeOptions | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality |