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| Criterion |  Operations Time Blocking |  Decision Making PERT Estimation |  Agile Ideal Days |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | Low | Medium | Low | Low |
Timedifferent | 15-30 min Planung, laufend | 15-45 min | 15-60 min | 10-20 min daily |
Participantsdifferent | 1 | 1-8 | 2-9 | 1 |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | PlanningTime managementFocus | EstimationUncertaintyRisk | EstimationEffortAgile | PlanningTime managementProductivityOperations |