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| Criterion |  Engineering Kanban |  Agile 4Ls Retrospective |  Operations After-Action Review |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | Ongoing | 45–75 min | 20-45 min | 45-90 min |
Participantsdifferent | 2-12 | Team members involved | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | FlowVisual managementDelivery | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement | RetrospectiveTeamImprovement |