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| Criterion |  Operations ALPEN Method |  Operations Getting Things Done |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 10-20 min daily | 1-2 h Setup, laufend | 1-2 h | 60–90 min |
Participantsdifferent | 1 | 1 | 4-12 | 2-8 |
Formatdifferent | Async | Async | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |