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| Criterion |  Decision Making Radar |  Architecture ARID (Active Reviews for Intermediate Designs) |  Business Strategy Porter Five Forces |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | Porter Five Forces analyzes the forces that shape competitive pressure and profitability in a market. The view of market structure goes beyond individual competitors and reveals systemic pressure points. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 2–4 h review as a planning range; preparation and evaluation additional | 1-3 h | 1-3 h |
Participantsdifferent | 2-10 | Designers, developers as users, and facilitation | 2-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Five Forces Analysis, Competitive Risks, Strategic Options | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | AssessmentPortfolioCapability | ArchitectureEngineeringFeedbackValidationTasks | StrategyCompetitionMarket | StrategyMarketAnalysis |