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| Criterion |  Operations Process Mapping |  Agile Sprint Retrospective |  Operations Bottleneck Analysis |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h | 20-45 min |
Participantsdifferent | 3-10 | Scrum Team | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Improvement actions, Team agreements | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | RetrospectiveImprovementLearning | FlowMeasurementConstraints | LearningOperationsImprovement |