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Selected:Change AnalysisATAM (Architecture Tradeoff Analysis Method)Future Reality TreeFailure Mode and Effects Analysis
| Criterion |  Operations Change Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Systems Thinking Future Reality Tree |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 45-120 min | Several meetings plus preparation and analysis; total effort depends on scope | 2-4 h | 2-6 h |
Participantsdifferent | 2-6 | Evaluation team, architects, and relevant stakeholders | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ArchitectureQualityRiskTradeoffsStakeholders | Theory of ConstraintsSystems thinkingChange | RiskQualityOperationsRoot cause |