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| Criterion |  Operations Theory of Constraints |  Operations Pomodoro Technique |  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. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | 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 | 25 min Zyklen | 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 | Focus Sessions, Task Progress, Interruption Notes | Lessons learned, Action items, Event summary | Action Lists, Project List, Review Routine |
Tagsno overlap | OperationsConstraintsFlowImprovement | FocusTime managementProductivityExecution | LearningOperationsImprovement | ProductivityPlanningTasksExecution |