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| Criterion |  Decision Making Constraint Analysis |  Operations ALPEN Method |  Operations Theory of Constraints |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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 | Low | Low | High | Medium |
Timedifferent | 30-90 min | 10-20 min daily | 2-4 h Analyse, laufend | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | 1 | 3-12 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Daily Plan, Time Estimates, Review Notes | Constraint Map, Improvement Plan, Flow Metrics | Action Lists, Project List, Review Routine |
Tagsno overlap | ConstraintsDecisionPlanningOptions | PlanningTime managementProductivityOperations | OperationsConstraintsFlowImprovement | ProductivityPlanningTasksExecution |