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| Criterion |  Operations After-Action Review |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Process Mapping |
|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 20-45 min | 90-180 min | 1-3 h |
Participantsdifferent | 3-12 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LearningOperationsImprovement | CadenceGovernanceExecution | ProcessOperationsImprovement |
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