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| Criterion |  Business Strategy McKinsey 7S |  Architecture LASR (Lightweight Approach for Software Reviews) |  Decision Making OODA Loop |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 3–4 h for initial assessment; preparation and deeper analysis additional | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 3-12 | 1 or a small team; particularly suitable for 3–4 people | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks | Situation Assessment, Decision Loop, Action Updates | Risk Matrix, Top Risk List |
Tagsno overlap | OrganizationStrategyAlignmentChange | ArchitectureQualityRiskAssessmentLean | DecisionChangeLearningStrategy | RiskDecisionPrioritizationAssessment |