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| Criterion |  Operations Bottleneck Analysis |  Agile Mad Sad Glad |  Decision Making Pre-Mortem |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 20–45 min | 45–75 min |
Participantsdifferent | 3-8 | 3-10 | Small cross-functional group | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Emotion Board, Themes, Action Items | Risk list, Mitigation plan, Assumption log | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | FlowMeasurementConstraints | RetrospectiveTeamReflection | RiskDecisionFailurePlanning | RetrospectiveLearningReflectionTeam |