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| Criterion |  Operations ALPEN Method |  Operations Process Mapping |  Agile Start Stop Continue |  Agile Mad Sad Glad |
|---|---|---|---|---|
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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 10-20 min daily | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 1 | 3-10 | 3-12 | 3-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Process Map, Handoff List, Improvement Backlog | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | PlanningTime managementProductivityOperations | ProcessOperationsImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection |