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| Criterion |  Agile Sprint Retrospective |  Knowledge Modeling Feynman Technique |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-60 min | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | Scrum Team | 1 | 1 | 1 |
Formatdifferent | Workshop | Async | Async | Async |
Outputdifferent | Improvement actions, Team agreements | Plain-language Explanation, Knowledge Gaps, Study Notes | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | RetrospectiveImprovementLearning | LearningKnowledgeUnderstanding | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |