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| Criterion |  Agile NoEstimates |  Operations ABC Analysis |  Product Strategy Impact Mapping |  Operations ALPEN Method |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | laufend | 30-60 min | 45-90 min | 10-20 min daily |
Participantsdifferent | 2-12 | 1-5 | 3-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | ABC Classification, Focus Rules, Control List | Impact Map, Outcome Hypotheses, Delivery Options | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | EstimationForecastingFlow | PrioritizationOperationsPortfolio | OutcomesStrategyBehaviorPlanning | PlanningTime managementProductivityOperations |