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| Criterion |  Operations ALPEN Method |  Decision Making Delphi Method |  Operations Getting Things Done |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 10-20 min daily | 1-4 Wochen | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1 | 6-30 Experten | 1 | 4-12 |
Formatdifferent | Async | Async | Async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Expert Forecast, Consensus Range, Assumption Notes | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | PlanningTime managementProductivityOperations | ForecastingExpertsDecisionStrategy | ProductivityPlanningTasksExecution | StrategyMetricsExecution |