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Selected:ARID (Active Reviews for Intermediate Designs)Stakeholder MappingAlignment MappingMcKinsey 7S
| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 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. | 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. | 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 | Medium | Medium |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 60–90 min | 1-2 h | 2-4 h |
Participantsdifferent | Designers, developers as users, and facilitation | 2-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |