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| Criterion |  Agile WSJF |  Operations PDCA Cycle |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | 2-6 h | 2-6 h |
Participantsdifferent | 3-10 | 1-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanEconomicsSequencePrioritization | Continuous improvementLeanExperiments | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |