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| Criterion |  Business Strategy Balanced Scorecard |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | Several meetings plus preparation and analysis; total effort depends on scope | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | Evaluation team, architects, and relevant stakeholders | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | ArchitectureQualityRiskTradeoffsStakeholders | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |