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Selected:4Ls RetrospectiveStrategic, Tactical and Operational PlanningATAM (Architecture Tradeoff Analysis Method)Mad Sad Glad
| Criterion |  Agile 4Ls Retrospective |  Business Strategy Strategic, Tactical and Operational Planning |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 45–75 min | 90-180 min | Several meetings plus preparation and analysis; total effort depends on scope | 30-60 min |
Participantsdifferent | Team members involved | 4-12 | Evaluation team, architects, and relevant stakeholders | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | CadenceGovernanceExecution | ArchitectureQualityRiskTradeoffsStakeholders | RetrospectiveTeamReflection |