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| Criterion |  Operations DMAIC |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitysame | High | High | High |
Timedifferent | 2-12 Wochen | Several meetings plus preparation and analysis; total effort depends on scope | Half day |
Participantsdifferent | 3-10 | Evaluation team, architects, and relevant stakeholders | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Value Chain Map, Lever List |
Tagsno overlap | Continuous improvementQualityProcess improvement | ArchitectureQualityRiskTradeoffsStakeholders | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
