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| Criterion |  Delivery RAID Log |  Business Strategy Value Chain Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30 min Setup, dann laufend | Half day | Several meetings plus preparation and analysis; total effort depends on scope | 90-180 min |
Participantsdifferent | 1-3 maintaining, briefing for everyone | 3-8 | Evaluation team, architects, and relevant stakeholders | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | RAID Log, Status Report Source | 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 | VRIO Table, Strategic Actions |
Tagsno overlap | RiskTrackingStakeholdersGovernance | StrategyBusiness modelDiagnosisAnalysis | ArchitectureQualityRiskTradeoffsStakeholders | StrategyDiagnosisBusiness modelCapability |