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| Criterion |  Operations ALPEN Method |  Operations A3 Problem Solving |  Agile Starfish Retrospective |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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 | 10-20 min daily | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1 | 2-5 | 4-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | A3 Report, Action Plan, Root Cause Analysis | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | PlanningTime managementProductivityOperations | LeanProblem solvingCoachingOperations | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement |