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Selected:McKinsey 7SATAM (Architecture Tradeoff Analysis Method)Power Interest GridSAAM (Software Architecture Analysis Method)
| Criterion |  Business Strategy McKinsey 7S |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Facilitation Power Interest Grid |  Architecture SAAM (Software Architecture Analysis Method) |
|---|---|---|---|---|
Purposedifferent | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | SAAM helps teams judge an architecture’s suitability for selected tasks and changes. It is particularly useful for examining modifiability and comparing architecture alternatives with clear reasoning. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 2-4 h | Several meetings plus preparation and analysis; total effort depends on scope | 30-60 min | Preparation, scenario analysis, and findings review; effort depends on scope |
Participantsdifferent | 3-12 | Evaluation team, architects, and relevant stakeholders | 2-8 | Architecture experts and stakeholders for scenarios and weighting |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Power Interest Grid, Strategy per Stakeholder | Domain functions mapped to components and connections, Quality attributes and evaluation criteria, Typical tasks and their effects on the architecture, Reasoned evaluation or comparison of alternatives |
Tagsno overlap | OrganizationStrategyAlignmentChange | ArchitectureQualityRiskTradeoffsStakeholders | StakeholdersFacilitationAlignmentPlanning | ArchitectureChangeAnalysisComparisonQuality |