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| Criterion |  Operations Theory of Constraints |  Operations ALPEN Method |  Operations After-Action Review |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | High | Low | Low | Medium |
Timedifferent | 2-4 h Analyse, laufend | 10-20 min daily | 20-45 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 3-12 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary | Action Lists, Project List, Review Routine |
Tagsno overlap | OperationsConstraintsFlowImprovement | PlanningTime managementProductivityOperations | LearningOperationsImprovement | ProductivityPlanningTasksExecution |