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Selected:Value Stream MappingATAM (Architecture Tradeoff Analysis Method)Failure Mode and Effects Analysis5 Whys
| Criterion |  Delivery Value Stream Mapping |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 1-3 h | Several meetings plus preparation and analysis; total effort depends on scope | 2-6 h | 15-30 min |
Participantsdifferent | 4-10 | Evaluation team, architects, and relevant stakeholders | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanFlowWasteDelivery | ArchitectureQualityRiskTradeoffsStakeholders | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving |