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| Criterion |  Operations After-Action Review |  Operations Gemba Walk |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20-45 min | 30-120 min | Several meetings plus preparation and analysis; total effort depends on scope | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | Evaluation team, architects, and relevant stakeholders | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LearningOperationsImprovement | LeanObservationProcessOperations | ArchitectureQualityRiskTradeoffsStakeholders | ProcessOperationsImprovement |