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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Agile Ideal Days |
|---|---|---|---|
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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 45-90 min | 15-60 min |
Participantsdifferent | 3-12 | 2-5 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
