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| Criterion |  Operations Theory of Constraints |  Operations Pomodoro Technique |  Operations Weekly 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Focus Sessions, Task Progress, Interruption Notes | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | OperationsConstraintsFlowImprovement | FocusTime managementProductivityExecution | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |