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| Criterion |  Operations Process Mapping |  Business Strategy GAP Analysis |  Operations After-Action Review |  Operations ALPEN Method |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 20-45 min | 10-20 min daily |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Gap Matrix, Action Plan, Risk Notes | Lessons learned, Action items, Event summary | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | ProcessOperationsImprovement | StrategyAnalysisPlanning | LearningOperationsImprovement | PlanningTime managementProductivityOperations |