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| Criterion |  Operations Theory of Constraints |  Agile Sailboat Retrospective |  Agile Starfish 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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | High | Low | Low |
Timedifferent | 2-4 h Analyse, laufend | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tags1 shared | OperationsConstraintsFlowImprovement | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
