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| Criterion |  Agile NoEstimates |  Operations ABC Analysis |  Operations ALPEN Method |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | laufend | 30-60 min | 10-20 min daily | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-12 | 1-5 | 1 | 1-8 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | ABC Classification, Focus Rules, Control List | Daily Plan, Time Estimates, Review Notes | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | EstimationForecastingFlow | PrioritizationOperationsPortfolio | PlanningTime managementProductivityOperations | ForecastingFlowDelivery |