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| Criterion |  Operations ALPEN Method |  Systems Thinking Wardley Mapping |  Systems Thinking System Dynamics Simulation |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 10-20 min daily | 1-3 h | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 1 | 2-10 | 1-5 Modellierende, Stakeholder asynchron | 1-6 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Wardley Map, Strategic Options, Evolution Notes | Simulation Model, Scenario Reports | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | PlanningTime managementProductivityOperations | StrategySystems thinkingDynamics | Systems thinkingDynamicsSimulationAnalysis | DynamicsSimulationFeedbackSystems thinking |