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| Criterion |  Agile WSJF |  Innovation Lean Startup |  Operations Root Cause 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Wochen bis Monate je Lernzyklus | 1-4 h | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause |