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| Criterion |  Delivery Cost of Delay |  Operations Eat the Frog |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | High | Low | Low | Medium |
Timedifferent | 90-180 min | 15-90 min daily | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 1 | 1 | 1 |
Formatdifferent | Workshop | Async | Async | Async |
Outputdifferent | CoD Table, Prioritization Sequence | Priority Task, Completion Note, Daily Focus | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | PrioritizationDeliveryEconomicsDecision | PrioritizationProductivityFocusExecution | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |