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| Criterion |  Operations After-Action Review |  Operations Getting Things Done |  Operations Theory of Constraints |
|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 20-45 min | 1-2 h Setup, laufend | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 1 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Action Lists, Project List, Review Routine | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningOperationsImprovement | ProductivityPlanningTasksExecution | OperationsConstraintsFlowImprovement |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
