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| Criterion |  Operations ABC Analysis |  Decision Making Radar |  Operations Process Mapping |
|---|---|---|---|
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. | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 30-60 min | 1-2 h | 1-3 h |
Participantsdifferent | 1-5 | 2-10 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Radar Map, Capability Scores, Action Areas | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | PrioritizationOperationsPortfolio | AssessmentPortfolioCapability | ProcessOperationsImprovement |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
