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| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 45-90 min | 10-20 min daily | 30-90 min |
Participantsdifferent | Designers, developers as users, and facilitation | 4-12 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Perspective Notes, Decision Inputs, Action Items | Daily Plan, Time Estimates, Review Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | DecisionTreeOptions |