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| Criterion |  Decision Making Decision Rights Mapping |  Operations ALPEN Method |  Operations RACI Matrix |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | 90-180 min | 10-20 min daily | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 1 | 2-8 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Decision Rights Matrix, Agreement | Daily Plan, Time Estimates, Review Notes | RACI Matrix, Responsibility Map, Decision Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | PlanningTime managementProductivityOperations | RolesResponsibilityGovernanceOperations | ProductivityPlanningTasksExecution |