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| Criterion |  Decision Making Delphi Method |  Architecture LASR (Lightweight Approach for Software Reviews) |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen | 3–4 h for initial assessment; preparation and deeper analysis additional | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 1 or a small team; particularly suitable for 3–4 people | 3-12 | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | ArchitectureQualityRiskAssessmentLean | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy |