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BOSCARD (Terms of Reference Tool)

BOSCARD (Terms of Reference) When looking to gain support and approval for your next project, it might be worth thinking BOSCARD. The BOSCARD is a strategic planning tool used to provide the terms-of-reference for new projects. It is thought to have originated with consulting company Cap Gemini in the 1980s. The acronym stands for background, objectives, scope, constraints, assumptions, risks and deliverables. These headings are commonly found in terms-of-reference and project initiation documents. Background Provide background information that includes the reasons for creating the project and mentions the key stakeholders who will benefit from the project result. Objectives Describe the project goals and link each of them with related, SMART  project objectives. Scope Provide a high-level description of the features and functions that characterise the product, service, or result the project is meant to deliver. Constraints Identify the specific constraints or restrictions
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How to Complete a Feasibility Study

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April 19, 2017 Would you personally risk a million dollars on the chance that something might succeed without at first researching its likelihood of success?  Of course not. Yet in a business context, it’s all too common to launch new projects and initiatives with little research into their feasibility. Common sense dictates that your project must be feasible or else you’re not going to successfully complete it. Right? That’s our starting point, always, as project leaders. But knowing the viability of a project upfront is easier said than done.  A  Feasibility Study  will help you identify critical goals and aspects of the project you might overlook if you plunge into the project without assessing its viability and potential impacts to the bottom line, in addition to helping you identify a range of different alternatives solutions to potential problems in advance. Therefore, it’s can also be a crucial tool to help a team decide on which solution is most feasible to implement. Whi
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Project management is like juggling three balls - time, cost and quality. Programme management is like a troupe of circus performers standing in a circle, each juggling-three balls and swapping balls from time to time. "Trying to manage a project without project management is like trying to play a football game without a game plan". "A badly planned project will take three times longer than expected - a well planned project only twice as long as expected." "A change freeze is like the abominable snowman: it is a myth and would anyway melt when heat is applied." "A little risk management saves a lot of fan cleaning." "A minute saved at the start is just as effective as one saved at the end." "A problem shared is a buck passed." "A project ain't over until the fat cheque is cashed." "A project gets a year late one day at a time." "A project is one small step for the project sponsor, one gian
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