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Criterion
Paper illustration of a Polarity Map with two poles and four quadrants
Systems Thinking
Polarity Mapping
Paper illustration for Failure Mode and Effects Analysis
Operations
Failure Mode and Effects Analysis
Architecture Communication Canvas method illustration showing its working structure
Architecture
Architecture Communication Canvas
Four paper stations connect system purpose, quality goals, risk cards and focused investigation with a target and gap profile.
Architecture
LASR (Lightweight Approach for Software Reviews)
Purposedifferent
Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely.For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability.The Architecture Communication Canvas plans architecture communication so the right people receive the right message. The method turns technical complexity into deliberate communication design.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.
Complexitydifferent
MediumHighMediumMedium
Timedifferent
1-2 h2-6 h60-120 min3–4 h for initial assessment; preparation and deeper analysis additional
Participantsdifferent
3-123-102-81 or a small team; particularly suitable for 3–4 people
Formatdifferent
WorkshopWorkshopWorkshop + asyncWorkshop + async
Outputdifferent
Polarity Map, Warning Signs, Balance ActionsFMEA Table, Risk Priority, Mitigation ActionsCommunication Canvas, Stakeholder Messages, Architecture Communication PlanLean 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
Tagsno overlap
Systems thinkingTradeoffsLeadership
RiskQualityOperationsRoot cause
ArchitectureCommunicationStakeholdersCanvas
ArchitectureQualityRiskAssessmentLean
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