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| Criterion |  Agile Ideal Days |  Operations Ivy Lee Method |  Operations ALPEN Method |  Operations Weekly Review |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-60 min | 5-10 min daily | 10-20 min daily | 30-60 min |
Participantsdifferent | 2-9 | 1 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Daily Priority List, Completion Notes | Daily Plan, Time Estimates, Review Notes | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | EstimationEffortAgile | PrioritizationProductivityExecution | PlanningTime managementProductivityOperations | ProductivityExecutionPlanning |