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| Criterion |  Growth Golden Circle |  Delivery RAID Log |  Agile Ideal Days |  Architecture ATAM (Architecture Tradeoff Analysis Method) |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-60 min | 30 min Setup, dann laufend | 15-60 min | Several meetings plus preparation and analysis; total effort depends on scope |
Participantsdifferent | 1-8 | 1-3 maintaining, briefing for everyone | 2-9 | Evaluation team, architects, and relevant stakeholders |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | RAID Log, Status Report Source | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations |
Tagsno overlap | MarketingPositioningCommunication | RiskTrackingStakeholdersGovernance | EstimationEffortAgile | ArchitectureQualityRiskTradeoffsStakeholders |