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| Criterion |  Operations Visual Management |  Operations ALPEN Method |  Agile 4Ls Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 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. | 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 | Ongoing | 10-20 min daily | 45–75 min | 20-45 min |
Participantsdifferent | 1-20 | 1 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Daily Plan, Time Estimates, Review Notes | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | PlanningTime managementProductivityOperations | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement |