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| Criterion |  Decision Making Pre-Mortem |  Agile Start Stop Continue |  Decision Making Constraint Analysis |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 30-60 min | 30-90 min | 45–75 min |
Participantsdifferent | Small cross-functional group | 3-12 | 2-8 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Start Stop Continue Board, Improvement Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RiskDecisionFailurePlanning | RetrospectiveImprovementTeamReflection | ConstraintsDecisionPlanningOptions | RetrospectiveLearningReflectionTeam |