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| Criterion |  Agile Sprint Retrospective |  Operations Bottleneck Analysis |  Systems Thinking Current Reality Tree |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Low | Medium | High | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-3 h | 2-6 h | 20-45 min |
Participantsdifferent | Scrum Team | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Improvement actions, Team agreements | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current Reality Tree, Core Problems, Intervention Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | RetrospectiveImprovementLearning | FlowMeasurementConstraints | Systems thinkingRoot causeConstraintsCausality | LearningOperationsImprovement |