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| Criterion |  Innovation Lean Startup |  Decision Making Pareto Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | Several meetings plus preparation and analysis; total effort depends on scope | 15-30 min |
Participantsdifferent | 2-8 | 1-6 | Evaluation team, architects, and relevant stakeholders | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pareto Chart, Top Causes, Focus List | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | PrioritizationQualityFocusRoot cause | ArchitectureQualityRiskTradeoffsStakeholders | Root causeIncidentLeanProblem solving |