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| Criterion |  Operations Weekly Review |  Decision Making RAPID |  Architecture Architecture Decision Record |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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 | Medium | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 15-45 min | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-12 | 1-3 | 1 |
Formatdifferent | Async | Workshop + async | Async | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | RAPID Role Map, Recommendation, Decision Log | ADR File, Decision Log, Rationale | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | DecisionRolesGovernance | ArchitectureRationaleDocumentationGovernance | ProductivityPlanningTasksExecution |