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| Criterion |  Operations ALPEN Method |  Operations Process Mapping |  Agile Starfish Retrospective |  Agile 4Ls 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. | 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 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 10-20 min daily | 1-3 h | 45-90 min | 45–75 min |
Participantsdifferent | 1 | 3-10 | 4-12 | Team members involved |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Process Map, Handoff List, Improvement Backlog | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | PlanningTime managementProductivityOperations | ProcessOperationsImprovement | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |