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| Criterion |  Operations After-Action Review |  Operations Bottleneck Analysis |  Knowledge Modeling Feynman Technique |  Agile Sprint Retrospective |
|---|---|---|---|---|
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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 1-3 h | 20-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 3-8 | 1 | Scrum Team |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Plain-language Explanation, Knowledge Gaps, Study Notes | Improvement actions, Team agreements |
Tagsno overlap | LearningOperationsImprovement | FlowMeasurementConstraints | LearningKnowledgeUnderstanding | RetrospectiveImprovementLearning |