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| Criterion |  Agile NoEstimates |  Operations A3 Problem Solving |  Operations Getting Things Done |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | laufend | 45-90 min | 1-2 h Setup, laufend | 15-90 min daily |
Participantsdifferent | 2-12 | 2-5 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | EstimationForecastingFlow | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution | PrioritizationProductivityFocusExecution |