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Selected:PARA MethodValue Chain AnalysisATAM (Architecture Tradeoff Analysis Method)SAAM (Software Architecture Analysis Method)
| Criterion |  Knowledge Modeling PARA Method |  Business Strategy Value Chain Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Architecture SAAM (Software Architecture Analysis Method) |
|---|---|---|---|---|
Purposedifferent | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | 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 | High | High |
Timedifferent | 1-3 h Setup, laufend | Half day | Several meetings plus preparation and analysis; total effort depends on scope | Preparation, scenario analysis, and findings review; effort depends on scope |
Participantsdifferent | 1 | 3-8 | Evaluation team, architects, and relevant stakeholders | Architecture experts and stakeholders for scenarios and weighting |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Value Chain Map, Lever List | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | 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 | KnowledgeProductivityOrganization | StrategyBusiness modelDiagnosisAnalysis | ArchitectureQualityRiskTradeoffsStakeholders | ArchitectureChangeAnalysisComparisonQuality |