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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Agile WSJF |  Operations 5 Whys |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Ranked Backlog, Cost-of-Delay Assumptions | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | LeanEconomicsSequencePrioritization | Root causeIncidentLeanProblem solving |