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Selected:Strategic, Tactical and Operational PlanningProcess MappingStarfish Retrospective4Ls Retrospective
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Process Mapping |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | 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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 1-3 h | 45-90 min | 45–75 min |
Participantsdifferent | 4-12 | 3-10 | 4-12 | Team members involved |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Process Map, Handoff List, Improvement Backlog | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | ProcessOperationsImprovement | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |