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| Criterion |  Operations Learning Review |  Operations ALPEN Method |  Agile Sailboat Retrospective |  Agile Sprint Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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 | 1-3 h | 10-20 min daily | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-10 | 1 | 4-12 | Scrum Team |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Daily Plan, Time Estimates, Review Notes | Sailboat Board, Risks, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | LearningRetrospectiveIncidentOperations | PlanningTime managementProductivityOperations | RetrospectiveTeamImprovement | RetrospectiveImprovementLearning |