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| Criterion |  Operations After-Action Review |  Agile Sprint Retrospective |  Operations Ivy Lee Method |  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. | 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. | 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 many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 5-10 min daily | 30-60 min |
Participantsdifferent | 3-12 | Scrum Team | 1 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Improvement actions, Team agreements | Daily Priority List, Completion Notes | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveImprovementLearning | PrioritizationProductivityExecution | PrioritizationOperationsPortfolio |