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| Criterion |  Operations ABC Analysis |  Knowledge Modeling Feynman Technique |  Operations After-Action Review |  Agile Sprint 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 20-60 min | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 1-5 | 1 | 3-12 | Scrum Team |
Formatdifferent | Async | Async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Plain-language Explanation, Knowledge Gaps, Study Notes | Lessons learned, Action items, Event summary | Improvement actions, Team agreements |
Tagsno overlap | PrioritizationOperationsPortfolio | LearningKnowledgeUnderstanding | LearningOperationsImprovement | RetrospectiveImprovementLearning |