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| Criterion |  Operations Theory of Constraints |  Agile Sailboat Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|
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. | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | High | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 45-90 min | 45–75 min |
Participantsdifferent | 3-12 | 4-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Sailboat Board, Risks, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | OperationsConstraintsFlowImprovement | RetrospectiveTeamImprovement | RetrospectiveLearningReflectionTeam |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
