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| Criterion |  Operations Theory of Constraints |  Decision Making Constraint Analysis |  Delivery Communication Plan |  Operations After-Action Review |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 30-90 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Communication Plan, Channel Matrix, Message Cadence | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | ConstraintsDecisionPlanningOptions | CommunicationStakeholdersDeliveryPlanning | LearningOperationsImprovement |