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| Criterion |  Operations Theory of Constraints |  Operations ALPEN Method |  Agile Sprint Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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 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. | 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 | High | Low | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 10-20 min daily | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min |
Participantsdifferent | 3-12 | 1 | Scrum Team | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Daily Plan, Time Estimates, Review Notes | Improvement actions, Team agreements | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | PlanningTime managementProductivityOperations | RetrospectiveImprovementLearning | LearningOperationsImprovement |