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| Criterion |  Engineering Kanban |  Agile Sprint Retrospective |  Operations Learning Review |
|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | Ongoing | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h |
Participantsdifferent | 2-12 | Scrum Team | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Improvement actions, Team agreements | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | FlowVisual managementDelivery | RetrospectiveImprovementLearning | LearningRetrospectiveIncidentOperations |
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