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| Criterion |  Agile WSJF |  Operations Root Cause Tree Analysis |  Operations Fishbone Diagram |  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 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 30-60 min | 15-30 min |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Cause Tree, Evidence Notes, Countermeasures | Fishbone Diagram, Cause Categories, Investigation Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanEconomicsSequencePrioritization | Root causeTreeIncidentQuality | Root causeQualityOperations | Root causeIncidentLeanProblem solving |