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| Criterion |  Engineering Kanban |  Agile 4Ls Retrospective |  Agile Start Stop Continue |  Agile Sprint 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. | 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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | Ongoing | 45–75 min | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 2-12 | Team members involved | 3-12 | Scrum Team |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | FlowVisual managementDelivery | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementLearning |