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| Criterion |  Agile WSJF |  Systems Thinking VUCA Scan |  Business Strategy Scenario Planning |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 45-90 min | 30-90 min | 0.5-2 Tage | 90-180 min |
Participantsdifferent | 3-10 | 1-10 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | VUCA Map, Response Options, Signal and Learning Plan | Scenario Set, Strategic Implications, Robust Options | CoD Table, Prioritization Sequence |
Tagsno overlap | LeanEconomicsSequencePrioritization | SensemakingUncertaintyComplexityStrategyForesight | StrategyUncertaintyPlanning | PrioritizationDeliveryEconomicsDecision |