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| Criterion |  Operations Ivy Lee Method |  Operations Process Mapping |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 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 | Medium | Low | Medium |
Timedifferent | 5-10 min daily | 1-3 h | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-10 | 1 | 1 |
Formatdifferent | Async | Workshop | Async | Async |
Outputdifferent | Daily Priority List, Completion Notes | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | PrioritizationProductivityExecution | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |