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| Criterion |  Operations Scatter Diagram |  Operations ABC Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-90 min | 30-60 min | Several meetings plus preparation and analysis; total effort depends on scope | 30-60 min |
Participantsdifferent | 1-4 | 1-5 | Evaluation team, architects, and relevant stakeholders | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | ABC Classification, Focus Rules, Control List | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | PrioritizationOperationsPortfolio | ArchitectureQualityRiskTradeoffsStakeholders | PrioritizationQualityFocusRoot cause |