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| Criterion |  Operations Process Mapping |  Operations ALPEN Method |  Decision Making Delphi Method |  Operations After-Action Review |
|---|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 10-20 min daily | 1-4 Wochen | 20-45 min |
Participantsdifferent | 3-10 | 1 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Expert Forecast, Consensus Range, Assumption Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | ForecastingExpertsDecisionStrategy | LearningOperationsImprovement |