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Selected:Risk StormingARID (Active Reviews for Intermediate Designs)Value Chain AnalysisVRIO Framework
| Criterion |  Architecture Risk Storming |  Architecture ARID (Active Reviews for Intermediate Designs) |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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. | 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. | 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 | Medium | High | Medium |
Timedifferent | 60-90 min | 2–4 h review as a planning range; preparation and evaluation additional | Half day | 90-180 min |
Participantsdifferent | 4-12 | Designers, developers as users, and facilitation | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Annotated Diagram, Prioritized Risk List, Action Backlog | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskArchitectureWorkshopValidation | ArchitectureEngineeringFeedbackValidationTasks | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |