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| Criterion |  Agile WSJF |  Operations PDCA Cycle |  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 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. | 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 | Low | Low |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | 30-60 min |
Participantsdifferent | 3-10 | 1-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanEconomicsSequencePrioritization | Continuous improvementLeanExperiments | PrioritizationQualityFocusRoot cause |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
