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Criterion
Paper illustration of a Polarity Map with two poles and four quadrants
Systems Thinking
Polarity Mapping
Paper illustration for Risk Storming.
Architecture
Risk Storming
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)
Paper illustration for Failure Mode and Effects Analysis
Operations
Failure Mode and Effects Analysis
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.Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog.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.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.
Complexitydifferent
MediumLowMediumHigh
Timedifferent
1-2 h60-90 min3–4 h for initial assessment; preparation and deeper analysis additional2-6 h
Participantsdifferent
3-124-121 or a small team; particularly suitable for 3–4 people3-10
Formatdifferent
WorkshopWorkshopWorkshop + asyncWorkshop
Outputdifferent
Polarity Map, Warning Signs, Balance ActionsAnnotated Diagram, Prioritized Risk List, Action BacklogLean 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 checksFMEA Table, Risk Priority, Mitigation Actions
Tagsno overlap
Systems thinkingTradeoffsLeadership
RiskArchitectureWorkshopValidation
ArchitectureQualityRiskAssessmentLean
RiskQualityOperationsRoot cause
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