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| Criterion |  Operations Visual Management |  Decision Making Three-Point Estimation |  Agile Sailboat 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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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 | 10-30 min je Item | 45-90 min | 20-45 min |
Participantsdifferent | 1-20 | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Three-Point Estimate, Risk Range, Assumption Notes | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyForecasting | RetrospectiveTeamImprovement | LearningOperationsImprovement |