View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
Selected:Process MappingStrategic, Tactical and Operational Planning4Ls RetrospectiveStart Stop Continue
| Criterion |  Operations Process Mapping |  Business Strategy Strategic, Tactical and Operational Planning |  Agile 4Ls 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. | 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 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. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 90-180 min | 45–75 min | 30-60 min |
Participantsdifferent | 3-10 | 4-12 | Team members involved | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Planning Levels Map, Cadence Model, Planning Artifact Inventory | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ProcessOperationsImprovement | CadenceGovernanceExecution | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection |