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| Criterion |  Operations Process Mapping |  Business Strategy Scenario Planning |  Operations Getting Things Done |  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. | 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. | 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. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | 0.5-2 Tage | 1-2 h Setup, laufend | 20-45 min |
Participantsdifferent | 3-10 | 4-12 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Scenario Set, Strategic Implications, Robust Options | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | StrategyUncertaintyPlanning | ProductivityPlanningTasksExecution | LearningOperationsImprovement |