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| Criterion |  Operations ABC Analysis |  Agile Sprint Retrospective |  Agile Starfish Retrospective |  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 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 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. | 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 | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 20-45 min |
Participantsdifferent | 1-5 | Scrum Team | 4-12 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam | LearningOperationsImprovement |