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| Criterion |  Business Strategy VRIO Framework |  Domain Modeling Context Map |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | 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 | Medium | High | High |
Timedifferent | 90-180 min | 1-3 h | Several meetings plus preparation and analysis; total effort depends on scope | Half day |
Participantsdifferent | 3-6 | 2-8 | Evaluation team, architects, and relevant stakeholders | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Context Map, Integration Patterns, Boundary Notes | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Domain-Driven DesignBoundariesStrategy | ArchitectureQualityRiskTradeoffsStakeholders | StrategyBusiness modelDiagnosisAnalysis |