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| Criterion |  Agile WSJF |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 3-8 | 1-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanEconomicsSequencePrioritization | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause | LeanProblem solvingCoachingOperations |