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Selected:Ivy Lee MethodBalanced ScorecardATAM (Architecture Tradeoff Analysis Method)Alignment Mapping
| Criterion |  Operations Ivy Lee Method |  Business Strategy Balanced Scorecard |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 5-10 min daily | Halber Tag bis mehrere Wochen | Several meetings plus preparation and analysis; total effort depends on scope | 1-2 h |
Participantsdifferent | 1 | 4-12 | Evaluation team, architects, and relevant stakeholders | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Daily Priority List, Completion Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | PrioritizationProductivityExecution | StrategyMetricsExecution | ArchitectureQualityRiskTradeoffsStakeholders | AlignmentStakeholdersStrategyFacilitation |