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| Criterion |  Decision Making Radar |  Operations Getting Things Done |  Decision Making DACI |  Operations ALPEN Method |
|---|---|---|---|---|
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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | 1-2 h | 1-2 h Setup, laufend | 30-60 min | 10-20 min daily |
Participantsdifferent | 2-10 | 1 | 2-10 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Action Lists, Project List, Review Routine | DACI Matrix, Decision Owner, Decision Log | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | AssessmentPortfolioCapability | ProductivityPlanningTasksExecution | DecisionRolesGovernanceAlignment | PlanningTime managementProductivityOperations |