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| Criterion |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |  Operations After-Action Review |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-90 min | 1-3 h | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |