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Criterion
The Scrum Team inspects people, interactions, processes, tools, and the Definition of Done, then agrees on a few testable improvements.
Agile
Sprint Retrospective
Paper illustration of Specification by Example with a method-specific labelled workspace.
Agile
Specification by Example
Paper illustration of a yellow story card, blue rule cards, green example cards and a red question card on a light workspace.
Agile
Example Mapping
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.When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests.When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound.
Complexitydifferent
LowMediumLow
Timedifferent
Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter60-90 min pro Feature30-60 min
Participantsdifferent
Scrum Team3-63-7
Formatsame
WorkshopWorkshopWorkshop
Outputdifferent
Improvement actions, Team agreementsExample Table, Acceptance TestsExample Map, Acceptance Criteria, Open Questions
Tagsno overlap
RetrospectiveImprovementLearning
AgileRequirementsExamplesBehavior-Driven Development
Behavior-Driven DevelopmentRequirementsExamplesRefinement
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Paper illustration of Acceptance Criteria Workshop with a method-specific labelled workspace.
Agile
Acceptance Criteria Workshop
A structured reflection surfaces what was liked, learned, lacked, and longed for. It is a conversation format and does not validate actions automatically.
Agile
4Ls Retrospective
Paper illustration of a review with planned work, actual event sequence, comparison, and assigned improvement actions.
Operations
After-Action Review
Paper illustration for Learning Review.
Operations
Learning Review