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Selected:VRIO FrameworkATAM (Architecture Tradeoff Analysis Method)Failure Mode and Effects AnalysisBusiness Model Stress Test
| Criterion |  Business Strategy VRIO Framework |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Operations Failure Mode and Effects Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 90-180 min | Several meetings plus preparation and analysis; total effort depends on scope | 2-6 h | Half day |
Participantsdifferent | 3-6 | Evaluation team, architects, and relevant stakeholders | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | 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 | FMEA Table, Risk Priority, Mitigation Actions | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | ArchitectureQualityRiskTradeoffsStakeholders | RiskQualityOperationsRoot cause | StrategyBusiness modelRiskDiagnosis |