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| Criterion |  Facilitation Expectation Mapping |  Operations After-Action Review |  Operations Process Mapping |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | 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 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 1-3 h | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 3-10 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AlignmentStakeholdersTeam | LearningOperationsImprovement | ProcessOperationsImprovement | RetrospectiveLearningReflectionTeam |