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| Criterion |  Operations ABC Analysis |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  Agile Starfish 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. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-5 | 4-12 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | PrioritizationOperationsPortfolio | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam |