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| Criterion |  Operations Visual Management |  Agile Sprint Retrospective |  DevOps Game Day |  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. | 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. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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 | Low | High | Low |
Timedifferent | Ongoing | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | Halber Tag | 20-45 min |
Participantsdifferent | 1-20 | Scrum Team | 5-20 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Improvement actions, Team agreements | Simulation Notes, Gaps List, Updated Runbooks | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveImprovementLearning | ResilienceOperationsIncident | LearningOperationsImprovement |