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| Criterion |  Operations Ivy Lee Method |  Agile NoEstimates |  Decision Making PERT Estimation |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | Medium | Medium |
Timedifferent | 5-10 min daily | laufend | 15-45 min | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 2-12 | 1-8 | 1 |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | Daily Priority List, Completion Notes | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | PrioritizationProductivityExecution | EstimationForecastingFlow | EstimationUncertaintyRisk | ProductivityPlanningTasksExecution |