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Selected:Alignment MappingForce Field AnalysisATAM (Architecture Tradeoff Analysis Method)McKinsey 7S
| Criterion |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 45-90 min | Several meetings plus preparation and analysis; total effort depends on scope | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | Evaluation team, architects, and relevant stakeholders | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy | ArchitectureQualityRiskTradeoffsStakeholders | OrganizationStrategyAlignmentChange |