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| Criterion |  Decision Making Radar |  Business Strategy Value Chain Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |
|---|---|---|---|
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. | 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. | 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 | High | High |
Timedifferent | 1-2 h | Half day | Several meetings plus preparation and analysis; total effort depends on scope |
Participantsdifferent | 2-10 | 3-8 | Evaluation team, architects, and relevant stakeholders |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Value Chain Map, Lever List | 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 | AssessmentPortfolioCapability | StrategyBusiness modelDiagnosisAnalysis | ArchitectureQualityRiskTradeoffsStakeholders |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
