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| Criterion |  Engineering Failure Scenario Analysis |  Agile 4Ls Retrospective |  Decision Making Pre-Mortem |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | 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 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 | Low | Low |
Timedifferent | 1-3 h | 45–75 min | 20–45 min | 30-60 min |
Participantsdifferent | 3-8 | Team members involved | Small cross-functional group | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | 4Ls Board, Learning Themes, Improvement Actions | Risk list, Mitigation plan, Assumption log | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | FailureResilienceRisk | RetrospectiveLearningReflectionTeam | RiskDecisionFailurePlanning | RetrospectiveImprovementTeamReflection |