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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Agile WSJF |  Operations ABC Analysis |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 2-5 | 3-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Ranked Backlog, Cost-of-Delay Assumptions | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | LeanEconomicsSequencePrioritization | PrioritizationOperationsPortfolio |