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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Operations Learning Review |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 20-45 min | 1-3 h | 45–75 min |
Participantsdifferent | 1-5 | 3-12 | 3-10 | Team members involved |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations | RetrospectiveLearningReflectionTeam |