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Selected:Strategic, Tactical and Operational PlanningSprint RetrospectiveAfter-Action Review4Ls Retrospective
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Sprint Retrospective |  Operations After-Action Review |  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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | Low | Low |
Timedifferent | 90-180 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min | 45–75 min |
Participantsdifferent | 4-12 | Scrum Team | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Improvement actions, Team agreements | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | RetrospectiveImprovementLearning | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam |