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Selected:Strategic, Tactical and Operational PlanningProcess MappingStart Stop ContinueSailboat Retrospective
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Process Mapping |  Agile Start Stop Continue |  Agile Sailboat 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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-10 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Process Map, Handoff List, Improvement Backlog | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | ProcessOperationsImprovement | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |