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| Criterion |  Agile Start Stop Continue |  Decision Making Decision Rights Mapping |  Architecture Request for Comments |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 90-180 min | 1-3 Wochen vom Draft bis zur Entscheidung | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-20 Reviewer | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Start Stop Continue Board, Improvement Actions | Decision Rights Matrix, Agreement | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementTeamReflection | DecisionGovernanceAlignmentResponsibility | ArchitectureDecisionAsyncGovernance | RetrospectiveTeamImprovement |