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| Criterion |  Decision Making Radar |  Decision Making Red Teaming |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 h | 1-4 h | Several meetings plus preparation and analysis; total effort depends on scope | 1-3 h |
Participantsdifferent | 2-10 | 3-8 | Evaluation team, architects, and relevant stakeholders | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Challenge Findings, Risk Register, Mitigation Plan | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | AssessmentPortfolioCapability | RiskDecisionSensemaking | ArchitectureQualityRiskTradeoffsStakeholders | SensemakingDecisionRationale |