Monitoring Tools used in Project Management

The BOSCARD is a strategic planning tool used to give the terms of reference for new projects.
It originated with consulting company Cap Gemini in the 1980s. The acronym stands for
background, objectives, scope, constraints, assumptions, risks, and deliverables. Overtime , the
concept has been innovated and improved to BOSSPICARD also known as BOSCARD+
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 Goals.
SMART project Goals-is an acronym for five characteristics your goals should have in order to
be effective: Specific, Measurable, Attainable, Relevant, and Time-Bound.
Specific –addresses what the project intends to change. Do the indicators provide detailed
parameters regarding:
 Quantity – the expected numerical representations of what is to be achieved.
 Quality – the narrative or pictorial description of the expected achievements.
 Location – the geographic boundary of the expected achievements.
Measurable – The indicator must be quantifiable and can be assessed objectively and
independently.
Achievable – Indicators must be attainable within the constraints of the project triangle
(budget/resources, time/budget, and scope/quality)
Relevant – Indicators must accurately measure the change the project aspires to generate. Are
they practical and cost-effective.
Time-bound – The indicator should identify a specific time and date. When will the indicator
be achieved.
Scope: Provide a high-level description of the features and functions that characterize the
product, service, or the result the project is meant to deliver.
Constraints; Identify the specific constraints or restrictions that limit or place conditions on the
project, especially those associated with the project scope.
Assumptions: Specify all factors that are, for planning purposes, considered to be true. The
project manager should validate these assumptions during the planning process
Risks: Outline the risks identified at the start of the project. Include a quick assessment of the
significance of each risk and mitigation measures.
Deliverables’: Define the key deliverables the project is required to produce to achieve the
stated objectives.
BOSS PICARD on the other hand includes Stakeholders ,Process, Information and Reporting.
Stakeholders; usually include the project manager, the customer, team members within the
performing organization, and the project sponsor.
Process; Flow of actions to be taken , usually outlined in a Progress tracking tool examples
are ;MS project, Gantt chart ,Excel etc.
Information; Available data, and influence on decision making including what data that is
required to be provided to facilitate functionality of the stakeholders.
Reporting: What needs to be recorded and presented to whom and the communication links
/Engagement Strategy.

GATE DECISION METHODOLOGY.

A gate review is a checkpoint that governs whether the project can proceed or not. A gate review
is a valuable way to keep track of each phase or stage of a project. It allows independent
reviewers to assess the work already completed and evaluate the project’s subsequent steps.

Gate 0 is the first gate in the 4D change project framework. Passing Gate 0 allows the project
into the Discovery phase. It can be used for both planning and verification that appropriate
actions are completed.
Items in the checklist include.
 Proposer
 Initial Rational Clear
 Intent of project
 Rational Selection Process for the project
 Stakeholders identified.
 Further Material Identified.
 Discovery detail planned.
 Mandate documented.
 Project Manager Identified.
 Functional Manager Identified and agreed.
 Executive sponsor agreed and identified.
Gate 1 is the second gate in the 4D change project framework and follows the
 Discovery phase. Passing Gate 1 allows the project into the Development phase, approving
necessary resources for this work. This gate contains the following.
  Stakeholders identified and roles understood.
 Functional Requirements made clear.
 Constraints clear
 Guidelines clear
 Project is scoped.
 Overall approach identified and accepted.
 Overall Timeline plotted.
 Interdependency agreed and understood.
 Risks and issues are understood and addressed.
 Draft Business Case complete and acceptable
 Readiness for the next stage
 Documentation complete and centrally stored.
 Functional Managers agree with the plan.
 Executive sponsor agrees with the plan.

Gate 2 is the third gate in the 4D change project framework. Passing Gate 2 accepts
completion of the Definition phase and allows the project into the Discovery phase, approving
necessary resources for this work. This gate contains the following.
 Executive Investigations needed to create feasible solutions are identified.
 Options for delivery of content are identified.
 Specifications of deliverables
 Delivery criteria defined.
 Interdependencies aligned.
 Plans for management of communication and commitment included.
 Methods of assuring quality are identified.
 Project governance in place
 Project timeline documented to capture every detailed activity.
 Resources agreed.
 Business case complete and acceptable
 Team readiness for the next stage
 Appropriate documentation complete
 Functional Manager agrees with plan.
 Manager agrees with plan.
Gate 3 is the third gate in the 4D change project framework and happens at the end of
the Definition phase. Passing Gate 3 allows the project into the Delivery phase, approving
necessary resources for this work. This stage gate contains the following.
 Deliverables complete.
 Deliverables tested and fit for purpose
  Deployment planned.
 Support ready.
 Communication and commitment planned.
 Education planned (User training)
 Handover planned and agreed.
 Readiness for the next stage
 Appropriate documentation provided.
 Functional Manager agrees with plan.
 Manager agrees with plan.
Gate 4 is the fifth gate in the 4D change project framework and happens at the end of
the Delivery phase. Passing Gate 3 allows the project to be closed and the project staff move
onto another project. The key objective here is ensuring that all actions have been satisfactorily
completed.
 Sufficient Deployment achieved.
 Resistance to change is addressed.
 Project review complete
 Lessons learnt deployed.
 Project story completed.
 Ongoing process defined.
 Ongoing management in place
 Outstanding actions identified and owned.
 Ongoing funding and resourcing in place
 Handover complete
 Ready to let go (Go-Live)
 Documentation archived.

Gate 5 is sign-offs and completion of the project.

 Final Master Data Signoff
 Go-live checklist/metrics (cutover plan)
 Go-Live & Intensive Care (30 Days) start.
 Successful client onboarding and handover from project team (PGLS team) to Business
As usual (BAU) team
 Exit from Go-live to Project Closure & Exit Criteria: Gate 6 and Steercom Review