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Selected:Polarity MappingStakeholder Salience ModelLASR (Lightweight Approach for Software Reviews)ATAM (Architecture Tradeoff Analysis Method)
| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Stakeholder Salience Model |  Architecture LASR (Lightweight Approach for Software Reviews) |  Architecture ATAM (Architecture Tradeoff Analysis Method) |
|---|---|---|---|---|
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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 60-90 min | 3–4 h for initial assessment; preparation and deeper analysis additional | Several meetings plus preparation and analysis; total effort depends on scope |
Participantsdifferent | 3-12 | 3-6 | 1 or a small team; particularly suitable for 3–4 people | Evaluation team, architects, and relevant stakeholders |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Salience Diagram, Strategy per Class | 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 | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StakeholdersFacilitationAlignmentGovernance | ArchitectureQualityRiskAssessmentLean | ArchitectureQualityRiskTradeoffsStakeholders |