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Selected:ATAM (Architecture Tradeoff Analysis Method)VRIO FrameworkPower Interest GridStakeholder Mapping
| Criterion |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Business Strategy VRIO Framework |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | High | Medium | Low | Low |
Timedifferent | Several meetings plus preparation and analysis; total effort depends on scope | 90-180 min | 30-60 min | 60–90 min |
Participantsdifferent | Evaluation team, architects, and relevant stakeholders | 3-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | VRIO Table, Strategic Actions | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ArchitectureQualityRiskTradeoffsStakeholders | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |