View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Engineering Kanban |  Operations After-Action Review |  Agile Sailboat Retrospective |  Agile Starfish 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. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | Ongoing | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-12 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | FlowVisual managementDelivery | LearningOperationsImprovement | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |