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Selected:VRIO FrameworkATAM (Architecture Tradeoff Analysis Method)Assumption SurfacingValue Chain Analysis
| Criterion |  Business Strategy VRIO Framework |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 90-180 min | Several meetings plus preparation and analysis; total effort depends on scope | 45-90 min | Half day |
Participantsdifferent | 3-6 | Evaluation team, architects, and relevant stakeholders | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | ArchitectureQualityRiskTradeoffsStakeholders | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |