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| Criterion |  Operations Process Mapping |  Operations ALPEN Method |  Business Strategy Scenario Planning |  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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | 0.5-2 Tage | 20-45 min |
Participantsdifferent | 3-10 | 1 | 4-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Scenario Set, Strategic Implications, Robust Options | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | StrategyUncertaintyPlanning | LearningOperationsImprovement |