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| Criterion |  Delivery Monte Carlo Forecasting |  Decision Making OODA Loop |  Operations After-Action Review |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 30-90 min Setup, danach laufend | 15-60 min je Zyklus | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-8 | 1-8 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ForecastingFlowDelivery | DecisionChangeLearningStrategy | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |