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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Operations ALPEN Method |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | High | Low | Low |
Timedifferent | 20-45 min | 2-8 h | 10-20 min daily | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving |