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| Criterion |  Operations After-Action Review |  Operations ABC Analysis |  Operations ALPEN Method |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 30-60 min | 10-20 min daily | 15-90 min daily |
Participantsdifferent | 3-12 | 1-5 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | Daily Plan, Time Estimates, Review Notes | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LearningOperationsImprovement | PrioritizationOperationsPortfolio | PlanningTime managementProductivityOperations | PrioritizationProductivityFocusExecution |