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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Agile Sprint Retrospective |  Agile Sailboat 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. | 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. | 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 1-3 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | Scrum Team | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions |
Tags1 shared | LearningOperationsImprovement | ProcessOperationsImprovement | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement |