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| Criterion |  Operations ABC Analysis |  Operations Visual Management |  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. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily 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 | Ongoing | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 1-5 | 1-20 | 3-12 | Scrum Team |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Improvement actions, Team agreements |
Tagsno overlap | PrioritizationOperationsPortfolio | SignalsOperationsVisual management | LearningOperationsImprovement | RetrospectiveImprovementLearning |