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| Criterion |  Operations After-Action Review |  Product Discovery Kano Model |  Operations ABC Analysis |  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. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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. | 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 | 1-2 Tage | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 10-50 | 1-5 | Scrum Team |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Improvement actions, Team agreements |
Tagsno overlap | LearningOperationsImprovement | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | RetrospectiveImprovementLearning |