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| Criterion |  Agile NoEstimates |  Operations ABC Analysis |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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 | Medium | Low | Low | Medium |
Timedifferent | laufend | 30-60 min | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 2-12 | 1-5 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | ABC Classification, Focus Rules, Control List | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | EstimationForecastingFlow | PrioritizationOperationsPortfolio | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |