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| Criterion |  Operations ALPEN Method |  Decision Making PERT Estimation |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | Medium |
Timedifferent | 10-20 min daily | 15-45 min | laufend |
Participantsdifferent | 1 | 1-8 | 2-12 |
Formatdifferent | Async | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | PlanningTime managementProductivityOperations | EstimationUncertaintyRisk | EstimationForecastingFlow |
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