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| Criterion |  Delivery Value Stream Mapping |  Agile 4Ls Retrospective |  Agile Start Stop Continue |  Agile Sprint Retrospective |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45–75 min | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 4-10 | Team members involved | 3-12 | Scrum Team |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | LeanFlowWasteDelivery | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementLearning |