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| Criterion |  Operations Weekly Review |  Operations After-Action Review |  Operations ABC Analysis |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | 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. | 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 similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 20-45 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-12 | 1-5 | 1 |
Formatdifferent | Async | Workshop + async | Async | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | LearningOperationsImprovement | PrioritizationOperationsPortfolio | ProductivityPlanningTasksExecution |