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| Criterion |  Operations Process Mapping |  Operations After-Action Review |  Agile Sprint Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 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 | Low | Low | Low |
Timedifferent | 1-3 h | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45–75 min |
Participantsdifferent | 3-10 | 3-12 | Scrum Team | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ProcessOperationsImprovement | LearningOperationsImprovement | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam |