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| Criterion |  Facilitation Lean Coffee |  Operations Change Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-90 min | 45-120 min | Several meetings plus preparation and analysis; total effort depends on scope | 60–90 min |
Participantsdifferent | 3-20 | 2-6 | Evaluation team, architects, and relevant stakeholders | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationAutonomyDialogue | ChangeRoot causeTroubleshootingComparison | ArchitectureQualityRiskTradeoffsStakeholders | StakeholdersAlignmentFacilitationChange |