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| Criterion |  Agile WSJF |  Operations A3 Problem Solving |  Agile Sailboat Retrospective |  Agile Starfish Retrospective |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | High | Medium | Low | Low |
Timesame | 45-90 min | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 2-5 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | A3 Report, Action Plan, Root Cause Analysis | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | LeanEconomicsSequencePrioritization | LeanProblem solvingCoachingOperations | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |