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| Criterion |  Operations After-Action Review |  Operations ALPEN Method |  Operations Bottleneck Analysis |  Operations Getting Things Done |
|---|---|---|---|---|
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 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-45 min | 10-20 min daily | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 3-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Daily Plan, Time Estimates, Review Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Action Lists, Project List, Review Routine |
Tagsno overlap | LearningOperationsImprovement | PlanningTime managementProductivityOperations | FlowMeasurementConstraints | ProductivityPlanningTasksExecution |