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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Decision Making Pareto Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 20-45 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-5 | 3-12 | 1-6 | 1 |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Pareto Chart, Top Causes, Focus List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | PrioritizationQualityFocusRoot cause | PrioritizationProductivityFocusExecution |