DICE Project Assessment Method

DICE is a change project assessment tool developed by the Boston Consulting Group.  It is a standardised way of assessing the likelihood of a project succeeding.

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With something like ⅔rd of projects failing to meet their objectives, many organisations and PMOs often seek objective tools to help understand the likelihood of their projects meeting their objectives.  With this in mind and recognising the proven factors in project failure, BCG had the idea of “minimising that risk of failure, powerfully flipping the odds in favour of success”.

BCG’s experts have determined that the outcome of change initiatives is driven by four elements:

  1. the (D)uration of the project;
  2. the performance (I)ntegrity of the team;
  3. the organizational (C)ommitment to change; and
  4. the additional (E)ffort required of staff members.

Assessing projects against these four elements, which they call DICE®, can greatly help achieve successful change from initial idea to benefits realisation.

Their methodology for scoring and statistically analysing the dynamics of DICE®, thereby allows objective assessment of the likely outcome of transformation.

Using the tool on BCGs website allows rapid visual assessment looking like this:

 

Dice Example

The project top 10

A super read for a Friday afternoon

projectpenguindotorg

The Penguin investigates some project management top 10s. What have we missed? Join the discussion below.

Top 10 signs you’re a project manager

  1. Becoming tired of having a social life beyond work.
  1. Spending hours planning and re-planning a Friday night out.
  1. Thinking Rommel would have been more effective if he’d used a Gantt chart.
  1. Using so much jargon customers think you’re speaking a foreign language.
  1. Organising your life into milestones.
  1. Setting time based tasks for your family at weekends.
  1. Buying a personal copy of Microsoft Project for use at home.
  1. Giving regular status reports to your other half while doing the decorating.
  1. Creating a Gantt chart to plan your holidays.
  1. Referring to food at dinner parties as “deliverables”.

Top 10 things a project manager should never say to a customer

  1. If you’re as confused as I am then you know as much as I do.
  1. Don’t worry it’s easier than…

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Six Project Management Modes

This is a nice way of looking at the way that a PM needs to wear multiple hats with different emphasis at different stages of the day and the project lifecycle. Thanks.

Shift Happens!

In the last blog, I was musing about what a project manager is and also the personality factors that make up a typical project manager. If you have not already done so, please complete the short poll at the end of this blog, to add to my data.

Another topic I toyed with for How to Manage a Great Project, but had to cut for lack of space because it was not essential, was the idea that there are multiple styles of project management.

I don’t here mean the personal styles that we all bring to the role – although there is another great blog topic! Different stages in the project and different challenges each bring out a need for a different style of project management – or for a unique combination of those styles. I like the idea of a radar plot (sometimes called a spiderweb plot)…

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Peter Drucker Forum 2013: “Project Management, Systems Thinking & Complexity” by Terry Cooke-Davies

Another great definition of project management is “the way an organisation manages a risk”…

GlobalEd

Cooke-Davies

On the second day of the 5th Global Peter Drucker Forum, Terry Cooke-Davies took a look at the area of project management, systems thinking & complexity.  He stated that the world of work is increasingly moving towards the world of change and projects, and it is the management of these that are the keys to success.

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Embracing My OCD: Follow Ups

All PMs should have the “Follow Ups OCD”.

Adventures in Project Management

Next up in the “embracing my OCD” series, I will discuss follow-ups. By definition, projects have many activities, milestones and deliverables which all have dates associated with them. Then we get action items, issues, risks and decisions which require dates as well. I spent a significant amount of time looking at these dates to make sure that things start on time and get completed on time. However, when someone misses a date my OCD kicks in and I am driven to follow up to see why it was missed and when it will be resolved.

To the person I am following up on, this may seem like a form of harassment or micro-management (I have been accused of both, as I suspect any solid Project Manager has). The interesting part of that accusation is that I am simply following up on a date that they told me they…

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