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| Criterion |  Operations ALPEN Method |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 10-20 min daily | Ongoing | 30-90 min Setup, danach laufend | laufend |
Participantsdifferent | 1 | 2-12 | 1-8 | 2-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | PlanningTime managementProductivityOperations | FlowVisual managementDelivery | ForecastingFlowDelivery | EstimationForecastingFlow |