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| Criterion |  Engineering Kanban |  Operations Learning Review |  Agile Sprint Retrospective |  Agile 4Ls 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 a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. | 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 | Medium | Medium | Low | Low |
Timedifferent | Ongoing | 1-3 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45–75 min |
Participantsdifferent | 2-12 | 3-10 | Scrum Team | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Learning Review Notes, System Factors, Improvement Actions | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | FlowVisual managementDelivery | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam |