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| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Operations After-Action Review |  Operations Kaizen Event |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 20-45 min | 0.5-5 Tage | Wochen bis Monate je Lernzyklus |
Participantsdifferent | Designers, developers as users, and facilitation | 3-12 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | LearningOperationsImprovement | LeanContinuous improvementOperations | LeanStartupValidationMVP |