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| Criterion |  Operations Process Mapping |  Facilitation Expectation Mapping |  Agile Sailboat Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expectation Map, Alignment Notes, Agreements | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ProcessOperationsImprovement | AlignmentStakeholdersTeam | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection |