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| Criterion |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  Operations Pomodoro Technique |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-90 min | 25 min Zyklen | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 1-6 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List | Focus Sessions, Task Progress, Interruption Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | FlowMeasurementConstraints | DecisionTreeOptions | FocusTime managementProductivityExecution | ProductivityPlanningTasksExecution |