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| Criterion |  Operations Theory of Constraints |  Delivery Monte Carlo Forecasting |  Decision Making Constraint Analysis |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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. | 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 | High | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 30-90 min Setup, danach laufend | 30-90 min | 20-45 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | ForecastingFlowDelivery | ConstraintsDecisionPlanningOptions | LearningOperationsImprovement |