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| Criterion |  Agile WSJF |  Engineering Failure Scenario Analysis |  Systems Thinking Current Reality Tree |  Operations Causal Factor 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 45-90 min | 1-3 h | 2-6 h | 2-6 h |
Participantsdifferent | 3-10 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | LeanEconomicsSequencePrioritization | FailureResilienceRisk | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |