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| Criterion |  Operations Process Mapping |  Operations ALPEN Method |  Operations After-Action Review |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 10-20 min daily | 20-45 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-10 | 1 | 3-12 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary | Action Lists, Project List, Review Routine |
Tagsno overlap | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | LearningOperationsImprovement | ProductivityPlanningTasksExecution |