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| Criterion |  DevOps Game Day |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Mad Sad Glad |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Halber Tag | 90-180 min | 30-60 min | 45–75 min |
Participantsdifferent | 5-20 | 4-12 | 3-10 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Simulation Notes, Gaps List, Updated Runbooks | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ResilienceOperationsIncident | CadenceGovernanceExecution | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam |