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| Criterion |  Agile WSJF |  Operations Waste Analysis |  Systems Thinking Current Reality Tree |  Operations Causal Factor 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 a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | 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. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 45-90 min | 45-120 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Waste Map, Prioritized Waste, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | LeanEconomicsSequencePrioritization | WasteLeanProcess improvement | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |