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| Criterion |  Operations Visual Management |  Operations Getting Things Done |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 1-2 h Setup, laufend | 20–45 min | 30-90 min |
Participantsdifferent | 1-20 | 1 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Action Lists, Project List, Review Routine | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | SignalsOperationsVisual management | ProductivityPlanningTasksExecution | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions |