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| Criterion |  Agile WSJF |  Innovation Lean Startup |  Operations Root Cause Tree 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. | 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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 1-3 h | 15-30 min |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanStartupValidationMVP | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |