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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Architecture LASR (Lightweight Approach for Software Reviews) |
|---|---|---|---|
Purposedifferent | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 60-90 min | 2-4 h | 3–4 h for initial assessment; preparation and deeper analysis additional |
Participantsdifferent | 3-6 | 3-12 | 1 or a small team; particularly suitable for 3–4 people |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | Lean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checks |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | ArchitectureQualityRiskAssessmentLean |
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