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Selected:Value Chain AnalysisAssumption SurfacingLASR (Lightweight Approach for Software Reviews)ATAM (Architecture Tradeoff Analysis Method)
| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  Architecture LASR (Lightweight Approach for Software Reviews) |  Architecture ATAM (Architecture Tradeoff Analysis Method) |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 45-90 min | 3–4 h for initial assessment; preparation and deeper analysis additional | Several meetings plus preparation and analysis; total effort depends on scope |
Participantsdifferent | 3-8 | 2-8 | 1 or a small team; particularly suitable for 3–4 people | Evaluation team, architects, and relevant stakeholders |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | 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 | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | ArchitectureQualityRiskAssessmentLean | ArchitectureQualityRiskTradeoffsStakeholders |