DICE - How To Beat The Odds In Program Execution

DICE^® Description

D

Improving Duration (D)
Possible DICE Score Improvement: 0
D – Duration Perry Keenan describes improving the D score To improve the D score, reduce the time between key review milestones without compromising the overall on-time delivery of the project. A high score is not necessarily caused by the length of the overall time frame for the project, but may instead be related to the structure of the milestones. Do the milestones occur regularly? Do they permit a meaningful review of tangible progress? Do they allow key stakeholders to be engaged fully at appropriate times during planning and delivery of the project? Do the milestones clearly describe major actions or achievements rather than lower-level activities? If milestones occur infrequently, can the project be "staged" so that the time between milestones is reduced, thus enabling more regular reviews of progress? Is it possible to divert additional resources to accelerate the progress of the project?
Program Office (D)	Management (D)
Ensure that the project plans meet the requirements of BCG's Rigor Test	Provide sufficient resources for - and commitment to - achievement of planned impacts, milestones, and KPI's, as detailed in rigorous plans

I

Improving Integrity (I)
Possible DICE Score Improvement: 0
I – Team Performance Integrity Perry Keenan describes improving the I score To improve the I score, establish a team that possesses sufficient technical skills, is led by a capable team leader, AND demonstrates strong commitment to achieving a clear set of objectives. Has the team been selected through a formal appointment process? Are the objectives realistic and clear to all team members? Are the objectives appropriately ambitious? Do team members have sufficient time to focus properly on the project? Is the team leader dedicating sufficient time to managing both the process and the content of the team's deliverables? Remember that high-performing teams typically encourage internal debate and, at times, have a healthy level of self-criticism. A "happy" team does not necessarily mean an effective team!
Program Office (I)	Management (I)
Support effective team selection, development, and management	Ensure that high-caliber project leaders and team members are appointed and have sufficient time to devote to the effort

C1

Improving Commitment of Management (C1)
Possible DICE Score Improvement: 0
C1 – Senior Management Commitment Perry Keenan describes improving the C1 score To improve the C1 score, increase senior management's demonstrated commitment to both the overall program and specific projects. Experience shows that senior managers often overestimate the organization's perception of their own true commitment to the change effort. The Program Manager and the Project Team Leaders must establish and, as appropriate, revisit the contextual importance of demonstrated support from senior management. From a practical standpoint, not all projects require the same level of demonstrated commitment from senior management. Greater demonstrated commitment is required for projects which have, for various structural reasons, higher and less attractive scores on other components of DICE®. Has this challenge been highlighted, either directly to senior management or to the Program Manager? What actions can Senior Management take to demonstrate significant commitment to the delivery of the project?
Program Office (C1)	Management (C1)
Alert senior management to the importance of their leadership role Provide feedback on perceptions of leadership visibility, commitment, and communication	Ensure that senior managers are aligned, clear on priorities, and demonstrating leadership support Invest in leadership development where needed

C2

Improving Local Commitment (C2)
Possible DICE Score Improvement: 0
C2 – Local Commitment Perry Keenan describes improving the C2 score To improve the C2 score, enhance communication with, and the understanding of, local staff. This goal is best achieved by taking coordinated action on several fronts. Is there an opportunity to conduct a more effective communication program - specifically, one that deploys two-way and face-to-face communication? Are the key stakeholders actively involved in the planning and delivery phases of the project - either as team members or as discussion partners? Do opportunities exist for demonstrating commitment and progress by implementing some "quick wins" in the business? Are there more opportunities to leverage existing communication channels more effectively, for example, making regular presentations at the "weekly supervisor meeting"? If the intended change is going to pose a particular challenge or threaten local staff, have the detailed "whys, whats, and hows" been discussed clearly with them - on several occasions?
Program Office (C2)	Management (C2)
Provide expertise and advice related to stakeholder engagement and operational involvement and buy-in Ensure that sufficient effort and discipline is applied in developing and executing the communications plan	Proactively identify and engage key stakeholders Conduct an effective communication program

E

Improving Effort (E)
Possible DICE Score Improvement: 0
E – Effort Perry Keenan describes improving the E score To improve the E score, reduce the amount of effort that local staff must dedicate to supporting existing business requirements while also participating in the transitioning phase of project implementation. If the total combined workload - including the incremental implementation work - cannot be easily sustained, are there opportunities either to stop or to suspend some non-core activities? For example, can additional discretionary activity or part-time project work be suspended during project delivery? Have all the other projects and/or discretionary activities associated with this area of the business been appropriately prioritized? Could any business-as-usual activities be handed off to others or deferred? Are transition resources available to fill the gap?
Program Office (E)	Management (E)
Ensure that project priorities are driven by strategy Ensure that implementation time frames are realistic and achievable Define resources required during the transition	Rationalize the number of projects if necessary Allocate sufficient transition resources and/or reallocate work as required