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| Criterion |  Operations ABC Analysis |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 20-45 min |
Participantsdifferent | 1-5 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | LearningOperationsImprovement |