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| Criterion |  Operations ALPEN Method |  Business Strategy Balanced Scorecard |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 10-20 min daily | Halber Tag bis mehrere Wochen | 45-90 min | 20–45 min |
Participantsdifferent | 1 | 4-12 | 2-8 | Small cross-functional group |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | PlanningTime managementProductivityOperations | StrategyMetricsExecution | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning |