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| Criterion |  Operations ALPEN Method |  Product Strategy Impact Mapping |  Decision Making Decision Tree |  Decision Making Delphi Method |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 10-20 min daily | 45-90 min | 30-90 min | 1-4 Wochen |
Participantsdifferent | 1 | 3-8 | 1-6 | 6-30 Experten |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |