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| Criterion |  Operations Process Mapping |  Agile Starfish Retrospective |  Agile Sailboat 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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 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 | 45-90 min | 45-90 min | 45–75 min |
Participantsdifferent | 3-10 | 4-12 | 4-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Starfish Board, Practice Changes, Experiments | Sailboat Board, Risks, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ProcessOperationsImprovement | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamImprovement | RetrospectiveLearningReflectionTeam |