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| Criterion |  Operations ALPEN Method |  Product Discovery Opportunity Solution Tree |  Decision Making Pre-Mortem |  Product Discovery Assumption 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. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 10-20 min daily | 1-2 h Setup, laufend | 20–45 min | 45-60 min |
Participantsdifferent | 1 | 2-6 | Small cross-functional group | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | PlanningTime managementProductivityOperations | DiscoveryOutcomesExperimentsOpportunity | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation |