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| Criterion |  Operations Getting Things Done |  Facilitation Stakeholder Salience Model |  Operations ALPEN Method |  Operations Pomodoro Technique |
|---|---|---|---|---|
Purposedifferent | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 60-90 min | 10-20 min daily | 25 min Zyklen |
Participantsdifferent | 1 | 3-6 | 1 | 1 |
Formatdifferent | Async | Workshop | Async | Async |
Outputdifferent | Action Lists, Project List, Review Routine | Salience Diagram, Strategy per Class | Daily Plan, Time Estimates, Review Notes | Focus Sessions, Task Progress, Interruption Notes |
Tagsno overlap | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentGovernance | PlanningTime managementProductivityOperations | FocusTime managementProductivityExecution |