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| Criterion |  Operations ALPEN Method |  Agile NoEstimates |  Delivery Communication Plan |  Engineering Kanban |
|---|---|---|---|---|
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 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 10-20 min daily | laufend | 45-90 min | Ongoing |
Participantsdifferent | 1 | 2-12 | 2-6 | 2-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Throughput Data, Flow Forecast, Slicing Rules | Communication Plan, Channel Matrix, Message Cadence | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | PlanningTime managementProductivityOperations | EstimationForecastingFlow | CommunicationStakeholdersDeliveryPlanning | FlowVisual managementDelivery |