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| Criterion |  Operations ABC Analysis |  Agile Sprint Retrospective |  Agile Sailboat Retrospective |  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 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. | 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 | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 45-90 min |
Participantsdifferent | 1-5 | Scrum Team | 4-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | PrioritizationOperationsPortfolio | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |