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Criterion
Paper illustration for Failure Mode and Effects Analysis
Operations
Failure Mode and Effects Analysis
Paper illustration of the Force Field Analysis working structure.
Decision Making
Force Field Analysis
Four paper stations connect system purpose, quality goals, risk cards and focused investigation with a target and gap profile.
Architecture
LASR (Lightweight Approach for Software Reviews)
Paper illustration for OODA Loop.
Decision Making
OODA Loop
Purposedifferent
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.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.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can make an initial assessment and investigate open questions in more detail.In dynamic situations, decisions become outdated faster than they can be prepared.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
HighLowMediumMedium
Timedifferent
2-6 h45-90 min3–4 h for initial assessment; preparation and deeper analysis additional15-60 min je Zyklus
Participantsdifferent
3-103-121 or a small team; particularly suitable for 3–4 people1-8
Formatdifferent
WorkshopWorkshopWorkshop + asyncWorkshop + async
Outputdifferent
FMEA Table, Risk Priority, Mitigation ActionsForce Field Map, Change Levers, Risk NotesLean 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 checksSituation Assessment, Decision Loop, Action Updates
Tagsno overlap
RiskQualityOperationsRoot cause
ChangeDecisionStrategy
ArchitectureQualityRiskAssessmentLean
DecisionChangeLearningStrategy
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