The BOSCARD can be seen as an acronym for the A3 and be used as a strategic planning tool used to provide the terms-of-reference for new projects:
- 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. Be explicit about what is in and what is out of scope.
- Constraints—Identify the specific constraints or restrictions that limit or place conditions on the project, especially those associated with project scope.
- Assumptions—Specify all factors that are, for planning purposes, considered to be true. During the planning process these assumptions will be validated.
- Risks—Outline the risks identified at the start of the project. Include a quick assessment of the significance of each risk and how to address them.
- Deliverables—Define the key deliverables the project is required to produce in order to achieve the stated objectives.
Include the initiative’s name, its strategic fit, date raised, sponsor, and lead.
Make all stakeholders understand the BOSCARD and make sure you have everyone’s consent before investing even the first euro on this initiative. Woithout everyone’s consent, some expectations will not be met.
Consider replacing your PIDs with BOSCARDs. Decision-makers, scarce on time, will love it.
The BOSCARD is thought to have originated with consulting company Cap Gemini in the 1980s.
