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| Criterion |  Operations ALPEN Method |  Product Discovery Pretotyping |  Operations 5 Whys |  Innovation Lean Startup |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 10-20 min daily | Stunden bis wenige Tage | 15-30 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1 | 1-4 | 2-6 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | PlanningTime managementProductivityOperations | ValidationDemandMVP | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP |