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| Criterion |  Agile Working Agreements |  Operations Process Mapping |  Agile Sailboat Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | 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 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 | 45-90 min | 1-3 h | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Working Agreements, Team Norms, Review Cadence | Process Map, Handoff List, Improvement Backlog | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | TeamCollaborationAgile | ProcessOperationsImprovement | RetrospectiveTeamImprovement | LearningOperationsImprovement |