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| Criterion |  Decision Making Radar |  Product Discovery Kano Model |  Operations ALPEN Method |  Operations Ivy Lee 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. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-2 Tage | 10-20 min daily | 5-10 min daily |
Participantsdifferent | 2-10 | 10-50 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Kano Matrix, Feature Classes, Priority Themes | Daily Plan, Time Estimates, Review Notes | Daily Priority List, Completion Notes |
Tagsno overlap | AssessmentPortfolioCapability | SatisfactionPrioritizationCustomer | PlanningTime managementProductivityOperations | PrioritizationProductivityExecution |