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| Criterion |  Operations Visual Management |  Operations Process Mapping |  Agile Planning Poker |  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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | Low | Medium | Low | Low |
Timedifferent | Ongoing | 1-3 h | 2-5 min je Item | 20-45 min |
Participantsdifferent | 1-20 | 3-10 | 3-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Process Map, Handoff List, Improvement Backlog | Relative Estimates, Assumption Notes, Split Candidates | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | ProcessOperationsImprovement | EstimationAgileRelative sizingTeam | LearningOperationsImprovement |