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| Criterion |  Operations After-Action Review |  Operations Ivy Lee Method |  Operations Process Mapping |  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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | 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 | Low | Medium | Low |
Timedifferent | 20-45 min | 5-10 min daily | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 1 | 3-10 | 1-5 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Daily Priority List, Completion Notes | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LearningOperationsImprovement | PrioritizationProductivityExecution | ProcessOperationsImprovement | PrioritizationOperationsPortfolio |