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| Criterion |  Agile WSJF |  Decision Making Decision Tree |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 45-90 min | 30-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 3-10 | 1-6 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Decision Tree, Option Map, Assumption List | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanEconomicsSequencePrioritization | DecisionTreeOptions | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |