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| Criterion |  Operations Change Analysis |  Operations ALPEN Method |  Operations Fishbone Diagram |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | Low | Medium |
Timedifferent | 45-120 min | 10-20 min daily | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-6 | 1 | 2-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Daily Plan, Time Estimates, Review Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | Action Lists, Project List, Review Routine |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PlanningTime managementProductivityOperations | Root causeQualityOperations | ProductivityPlanningTasksExecution |