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| Criterion |  Agile 4Ls Retrospective |  Operations After-Action Review |  Operations Process Mapping |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45–75 min | 20-45 min | 1-3 h | 45-90 min |
Participantsdifferent | Team members involved | 3-12 | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement | ProcessOperationsImprovement | RetrospectiveTeamImprovement |