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Selected:ARID (Active Reviews for Intermediate Designs)McKinsey 7SAlignment MappingStakeholder Mapping
| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 2-4 h | 1-2 h | 60–90 min |
Participantsdifferent | Designers, developers as users, and facilitation | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |