View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations ALPEN Method |  Operations After-Action Review |  Agile 4Ls 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. | 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 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 10-20 min daily | 20-45 min | 45–75 min | 45-90 min |
Participantsdifferent | 1 | 3-12 | Team members involved | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | PlanningTime managementProductivityOperations | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam | RetrospectiveTeamImprovement |