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| Criterion |  Decision Making Constraint Analysis |  Operations ALPEN Method |  Operations Theory of Constraints |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-90 min | 10-20 min daily | 2-4 h Analyse, laufend | 30-90 min |
Participantsdifferent | 2-8 | 1 | 3-12 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Daily Plan, Time Estimates, Review Notes | Constraint Map, Improvement Plan, Flow Metrics | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | PlanningTime managementProductivityOperations | OperationsConstraintsFlowImprovement | DecisionTreeOptions |