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| Criterion |  Decision Making Pareto Analysis |  Operations ALPEN Method |  Operations Eat the Frog |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | Low | Low | Medium |
Timedifferent | 30-60 min | 10-20 min daily | 15-90 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 1-6 | 1 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Daily Plan, Time Estimates, Review Notes | Priority Task, Completion Note, Daily Focus | Action Lists, Project List, Review Routine |
Tagsno overlap | PrioritizationQualityFocusRoot cause | PlanningTime managementProductivityOperations | PrioritizationProductivityFocusExecution | ProductivityPlanningTasksExecution |