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| Criterion |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-4 Wochen | 2-4 h | Several meetings plus preparation and analysis; total effort depends on scope | 45-90 min |
Participantsdifferent | 6-30 Experten | 3-12 | Evaluation team, architects, and relevant stakeholders | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange | ArchitectureQualityRiskTradeoffsStakeholders | ChangeDecisionStrategy |