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| Criterion |  Operations After-Action Review |  Agile Sprint Retrospective |  Operations RACI Matrix |  Agile 4Ls 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 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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | Scrum Team | 2-8 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Improvement actions, Team agreements | RACI Matrix, Responsibility Map, Decision Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | RetrospectiveImprovementLearning | RolesResponsibilityGovernanceOperations | RetrospectiveLearningReflectionTeam |