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| Criterion |  Decision Making Radar |  Operations ALPEN Method |  Decision Making RAPID |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 10-20 min daily | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 1 | 3-12 | 1-5 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Daily Plan, Time Estimates, Review Notes | RAPID Role Map, Recommendation, Decision Log | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | PlanningTime managementProductivityOperations | DecisionRolesGovernance | PrioritizationOperationsPortfolio |