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| Criterion |  Operations Visual Management |  Operations Getting Things Done |  Facilitation Power Interest Grid |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 1-2 h Setup, laufend | 30-60 min | 10-20 min daily |
Participantsdifferent | 1-20 | 1 | 2-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Action Lists, Project List, Review Routine | Power Interest Grid, Strategy per Stakeholder | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | SignalsOperationsVisual management | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentPlanning | PlanningTime managementProductivityOperations |