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| Criterion |  Operations After-Action Review |  Agile 4Ls Retrospective |  Operations Process Mapping |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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 should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 45–75 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | Team members involved | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions | Process Map, Handoff List, Improvement Backlog | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam | ProcessOperationsImprovement | RetrospectiveImprovementTeamReflection |