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| Criterion |  Operations After-Action Review |  Delivery Cost of Delay |  Operations Theory of Constraints |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 20-45 min | 90-180 min | 2-4 h Analyse, laufend | 30-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | CoD Table, Prioritization Sequence | Constraint Map, Improvement Plan, Flow Metrics | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | LearningOperationsImprovement | PrioritizationDeliveryEconomicsDecision | OperationsConstraintsFlowImprovement | ConstraintsDecisionPlanningOptions |