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| Criterion |  Facilitation Team Charter |  Team Design Team Topologies Interaction Modes |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h | Half day | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Interaction Heat Map, Agreements per Pair | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | TeamAlignmentCollaboration | TeamAlignmentCollaborationOrganization | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |