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| Criterion |  Operations Ivy Lee Method |  Operations Theory of Constraints |  Operations After-Action Review |  Operations ALPEN Method |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 5-10 min daily | 2-4 h Analyse, laufend | 20-45 min | 10-20 min daily |
Participantsdifferent | 1 | 3-12 | 3-12 | 1 |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | Daily Priority List, Completion Notes | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | PrioritizationProductivityExecution | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | PlanningTime managementProductivityOperations |