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| Criterion |  Operations Visual Management |  Agile NoEstimates |  Operations Ivy Lee Method |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | laufend | 5-10 min daily | 30-60 min |
Participantsdifferent | 1-20 | 2-12 | 1 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Throughput Data, Flow Forecast, Slicing Rules | Daily Priority List, Completion Notes | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | EstimationForecastingFlow | PrioritizationProductivityExecution | PrioritizationOperationsPortfolio |