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| Criterion |  Agile Start Stop Continue |  Operations ALPEN Method |  Agile Sailboat Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 10-20 min daily | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 1 | 4-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Daily Plan, Time Estimates, Review Notes | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | RetrospectiveImprovementTeamReflection | PlanningTime managementProductivityOperations | RetrospectiveTeamImprovement | LearningOperationsImprovement |