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| Criterion |  Agile WSJF |  Decision Making Force Field Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 45-90 min | 45-90 min | Several meetings plus preparation and analysis; total effort depends on scope | 15-60 min je Zyklus |
Participantsdifferent | 3-10 | 3-12 | Evaluation team, architects, and relevant stakeholders | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Force Field Map, Change Levers, Risk Notes | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LeanEconomicsSequencePrioritization | ChangeDecisionStrategy | ArchitectureQualityRiskTradeoffsStakeholders | DecisionChangeLearningStrategy |