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Selected:Strategic, Tactical and Operational PlanningSailboat RetrospectiveStarfish RetrospectiveMad Sad Glad
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Sailboat Retrospective |  Agile Starfish Retrospective |  Agile Mad Sad Glad |
|---|---|---|---|---|
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 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. | 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 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 | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 4-12 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments | Emotion Board, Themes, Action Items |
Tagsno overlap | CadenceGovernanceExecution | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam | RetrospectiveTeamReflection |