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| Criterion |  Operations Bottleneck Analysis |  Agile 4Ls Retrospective |  Agile NoEstimates |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45–75 min | laufend | 30-60 min |
Participantsdifferent | 3-8 | Team members involved | 2-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | 4Ls Board, Learning Themes, Improvement Actions | Throughput Data, Flow Forecast, Slicing Rules | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | FlowMeasurementConstraints | RetrospectiveLearningReflectionTeam | EstimationForecastingFlow | RetrospectiveImprovementTeamReflection |