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| Criterion |  Decision Making OODA Loop |  Operations ABC Analysis |  Operations After-Action Review |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 20-45 min | 90-180 min |
Participantsdifferent | 1-8 | 1-5 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | CoD Table, Prioritization Sequence |
Tagsno overlap | DecisionChangeLearningStrategy | PrioritizationOperationsPortfolio | LearningOperationsImprovement | PrioritizationDeliveryEconomicsDecision |