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| Criterion |  Operations ABC Analysis |  Operations After-Action Review |  Agile Sprint Retrospective |  Agile Sailboat 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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 1-5 | 3-12 | Scrum Team | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningOperationsImprovement | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement |