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Selected:Strategic, Tactical and Operational Planning4Ls RetrospectiveSprint RetrospectiveStart Stop Continue
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile 4Ls Retrospective |  Agile Sprint Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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 | 90-180 min | 45–75 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-60 min |
Participantsdifferent | 4-12 | Team members involved | Scrum Team | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | 4Ls Board, Learning Themes, Improvement Actions | Improvement actions, Team agreements | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementLearning | RetrospectiveImprovementTeamReflection |