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Selected:Strategic, Tactical and Operational PlanningSprint RetrospectiveMad Sad GladSailboat Retrospective
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile Sprint Retrospective |  Agile Mad Sad Glad |  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. | 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'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. | 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 | Low | Low | Low |
Timedifferent | 90-180 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | Scrum Team | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Improvement actions, Team agreements | Emotion Board, Themes, Action Items | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | RetrospectiveImprovementLearning | RetrospectiveTeamReflection | RetrospectiveTeamImprovement |