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| Criterion |  Architecture SAAM (Software Architecture Analysis Method) |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Preparation, scenario analysis, and findings review; effort depends on scope | Half day | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | Architecture experts and stakeholders for scenarios and weighting | 3-8 | 1-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | 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 | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | VRIO Table, Strategic Actions |
Tagsno overlap | ArchitectureChangeAnalysisComparisonQuality | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | StrategyDiagnosisBusiness modelCapability |