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| Criterion |  Decision Making Radar |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Business Strategy VRIO Framework |  Business Strategy Value Chain 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. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | Several meetings plus preparation and analysis; total effort depends on scope | 90-180 min | Half day |
Participantsdifferent | 2-10 | Evaluation team, architects, and relevant stakeholders | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | AssessmentPortfolioCapability | ArchitectureQualityRiskTradeoffsStakeholders | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |