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| Criterion |  Operations Visual Management |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Low | High | Low |
Timedifferent | Ongoing | 20–45 min | Half day | 10-20 min daily |
Participantsdifferent | 1-20 | Small cross-functional group | 3-8 | 1 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | SignalsOperationsVisual management | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | PlanningTime managementProductivityOperations |