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| Criterion |  Architecture SAAM (Software Architecture Analysis Method) |  Decision Making OODA Loop |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | SAAM helps teams judge an architecture’s suitability for selected tasks and changes. It is particularly useful for examining modifiability and comparing architecture alternatives with clear reasoning. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | High | Medium | Medium | High |
Timedifferent | Preparation, scenario analysis, and findings review; effort depends on scope | 15-60 min je Zyklus | 90-180 min | Half day |
Participantsdifferent | Architecture experts and stakeholders for scenarios and weighting | 1-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Domain functions mapped to components and connections, Quality attributes and evaluation criteria, Typical tasks and their effects on the architecture, Reasoned evaluation or comparison of alternatives | Situation Assessment, Decision Loop, Action Updates | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | ArchitectureChangeAnalysisComparisonQuality | DecisionChangeLearningStrategy | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |