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| Criterion |  Operations Scatter Diagram |  Operations ALPEN Method |  Decision Making Pareto Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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 many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 10-20 min daily | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-4 | 1 | 1-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Daily Plan, Time Estimates, Review Notes | Pareto Chart, Top Causes, Focus List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | Root causeQualityVisualization | PlanningTime managementProductivityOperations | PrioritizationQualityFocusRoot cause | PrioritizationProductivityFocusExecution |