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| Criterion |  Agile NoEstimates |  Operations ALPEN Method |  Operations A3 Problem Solving |  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 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | laufend | 10-20 min daily | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-12 | 1 | 2-5 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Daily Plan, Time Estimates, Review Notes | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine |
Tagsno overlap | EstimationForecastingFlow | PlanningTime managementProductivityOperations | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution |