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| Criterion |  Agile ROAM Board |  Operations Kaizen Event |  Operations Gemba Walk |  Architecture LASR (Lightweight Approach for Software Reviews) |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-40 min initial, dann laufend | 0.5-5 Tage | 30-120 min | 3–4 h for initial assessment; preparation and deeper analysis additional |
Participantsdifferent | 3-15 | 4-10 | 2-6 | 1 or a small team; particularly suitable for 3–4 people |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | ROAM Board, Owner List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks |
Tagsno overlap | RiskAgileTrackingAlignment | LeanContinuous improvementOperations | LeanObservationProcessOperations | ArchitectureQualityRiskAssessmentLean |