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| Criterion |  Operations RACI Matrix |  Business Strategy Strategic, Tactical and Operational Planning |  Agile 4Ls Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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'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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 90-180 min | 45–75 min | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Planning Levels Map, Cadence Model, Planning Artifact Inventory | 4Ls Board, Learning Themes, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | RolesResponsibilityGovernanceOperations | CadenceGovernanceExecution | RetrospectiveLearningReflectionTeam | RetrospectiveTeamReflection |