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After Action Review

After Action Review (AAR) It’s a methodology for quickly structured analysis of a task, project or phase of work that was originally developed by the U.S. Armed Forces to train units on real-world combat experience, and then successfully adopted by global businesses to build learning organizations.

AAR helps the team to reflect on their experiences, consolidate strengths and correct systemic weaknesses while the details are still fresh in memory.

Format of the four key issues

The classic After Action Review is based on four simple questions:

  1. What was planned?
    The initial goals, objectives and criteria for success are defined, and the team synchronizes the understanding of “how it should have been.”

  2. What really happened?
    Real facts and results are recorded, and at this point it is important to separate objective data from subjective opinions.

  3. Why are the results different? (What worked and why? What went wrong and why?)
    The team analyzes causal relationships, and it is important to identify the specific factors (both positive and negative) that led to the deviation from the plan.

  4. What will we do differently next time?
    Specific recommendations and changes are made for future action, and each change must be recorded and implemented.

Two formats of AAR

1. Express format (Short after-action reviews / AAR)

It is held regularly for 48-72 hours after minor events, such as the release of a feature, conducting a marketing campaign or making an important operational decision.

  • Time of the event: 20-45 minutes.

  • Preparation: The initiator prepares a brief memorandum (goal, facts, what worked / not) in advance asynchronously (24 hours) and sends the team.

  • Scenario of the meeting:

    • 0-3 minutes: Reminds you of the purpose and rules of the meeting.

    • 3-10 minutes: A brief summary of the facts on the memorandum.

    • 10-30 min: Discuss the causes of the difference and develop solutions.

    • 30-40 minutes: Fixing tasks (Action Items) in the Task tracker.

2. Classic (Formal) AAR

It is based on major project phases, significant crisis situations or complex events, requiring the participation of a professional facilitator, detailed data preparation and the involvement of external stakeholders.

Key Rules for AAR Success

  • Innocent tone: AAR is not a prosecution investigation; it’s a developmental process; the moderator’s role is to stop the personalization and the accusation.

  • All parties involved: All key players must be involved in the analysis, and the opinion of a junior engineer or tester can be as valuable as the opinion of a team leader.

  • Speed of the event: The value of AAR drops exponentially with each day of delay after the event.

  • Turning conclusions into action: The result of the meeting should be a list of specific tasks with owners and deadlines in the Task tracker.

Template of the CRC memorandum (Short review)

  • Event: [Title of release, meeting or decision]

  • Initiator and participants: [FIO]

  • Initial objective: [What did you want?]

  • Actual result: [What did you get?]

  • Which worked great: [Our best practices]

  • What went wrong: [Problem areas]

  • Solutions and Action Items: [Table: Action | Term | Performer | Ticket]

Useful materials and references

Creative Commons License | by Igor Tsupko, Lana Novikova, Rodion Nagornov & community