{{Short description|Tool for evaluating projects}} {{Tone|date=August 2020}} {{confused|DISC assessment}}
The '''DICE framework''', or '''Duration, Integrity, Commitment, and Effort''' framework is a tool for evaluating projects,<ref>{{cite journal|last1=Sirkin|first1=Harold|last2=Keenan|first2=Perry|last3=Jackson|first3=Alan|title=The Hard Side of Change Management |url=https://hbr.org/2005/10/the-hard-side-of-change-management|journal=Harvard Business Review|year=2005|volume=83|issue=10|pages=108–18, 158 |pmid=16250629 |accessdate= }}</ref> predicting project outcomes, and allocating resources strategically to maximize delivery of a program or portfolio of initiatives, aiming for consistency in evaluating projects with subjective inputs. The framework produces the DICE score, an indicator of the likely success of a project based on various measures.<ref>{{Cite book |last=Concas |first=Giulio |title=Agile Processes in Software Engineering and Extreme Programming |author2=Giulio Concas |author3=Ernesto Damiani |author4=Marco Scotto |date=June 2007 |publisher=Springer |isbn=978-3-540-73100-9 |pages=144}}</ref> DICE was originally developed by Perry Keenan, Kathleen Conlon, and Alan Jackson, all current or former partners at the Boston Consulting Group.<ref>{{Cite book | last=Banhegyi | first=Stephen George and Eugenie May | title=The Art and Science of Change | publisher = STS Trust | date=April 2007 | pages=97 | isbn=978-0-9802550-3-4 }}</ref> It was first published in the Harvard Business Review<ref>{{cite journal|last1=Sirkin|first1=Harold|last2=Keenan|first2=Perry|last3=Jackson|first3=Alan|title=The Hard Side of Change Management |url=https://hbr.org/2005/10/the-hard-side-of-change-management|journal=Harvard Business Review|year=2005|volume=83|issue=10|pages=108–18, 158 |pmid=16250629|accessdate= }}</ref> in 2005. The DICE framework was awarded a patent in 2014.<ref>{{cite web|title=DICE Patent |url=http://patft.uspto.gov/netacgi/nph-Parser?Sect1=PTO1&Sect2=HITOFF&d=PALL&p=1&u=%2Fnetahtml%2FPTO%2Fsrchnum.htm&r=1&f=G&l=50&s1=8,818,756.PN.&OS=PN/8,818,756&RS=PN/8,818,756 |website=United States Patent and Trademark Office, USPTO }}{{dead link|date=December 2016 |bot=InternetArchiveBot |fix-attempted=yes }}</ref> Although originally developed at the Boston Consulting Group (BCG),<ref>{{Cite book | last=Banhegyi | first=Stephen George and Eugenie May | title=The Art and Science of Change | publisher = STS Trust | date=April 2007 | pages=97 | isbn=978-0-9802550-3-4 }}</ref> this framework has become widely adopted<ref>{{cite book|title=Extreme Programming and Agile Processes in Software Engineering|series=Lecture Notes in Computer Science|date=July 26, 2006|volume=4044|publisher=Springer|isbn=3540350942|pages=116–121|doi=10.1007/11774129|url=https://www.springer.com/us/book/9783540350941}}</ref> and is used by companies and professionals alike.
== DICE acronym == The acronym DICE stands for:
;<nowiki>Duration (D): </nowiki>: either the total duration of short projects, or the time between two milestones on longer projects ;Team performance integrity (I): the project team's ability to execute successfully, with specific emphasis on the ability of the project leader ;Commitment (C): levels of support, composed of two factors: :'''C<sub>1</sub>''' visible backing from the sponsor and senior executives for the change :'''C<sub>2</sub>''' support from those who are impacted by the change ;Effort (E): how much effort will it require to implement (above and beyond business as usual)
== Calculation == According to statistical research on change initiatives, the likelihood of a project’s success can be estimated by considering four central aspects: its duration, the strength of the team, the level of support from management, and the degree of additional effort required. These are combined into what is called the '''DICE score'''. Based on the final score, projects are classified in three bands: between '''7 and 14''' points they fall into the ''Win Zone'' (a strong chance of success); between '''14 and 17''' points they belong to the ''Worry Zone'' (an uncertain outcome); while scores above '''17''' are placed in the ''Woe Zone'', reflecting a high probability of failure.<ref>{{cite journal|last1=Sirkin|first1=Harold|last2=Keenan|first2=Perry|last3=Jackson|first3=Alan|title=The Hard Side of Change Management|url=https://hbr.org/2005/10/the-hard-side-of-change-management|journal=Harvard Business Review|year=2005|volume=83|issue=10|pages=108–18, 158 |pmid=16250629}}</ref>
The DICE score is calculated using the following formula:<ref>{{cite journal |last1=Sirkin |first1=Harold |last2=Keenan |first2=Perry |last3=Jackson |first3=Alan |title=The Hard Side of Change Management |url=https://dice.bcg.com/ |journal=Harvard Business Review |year=2005 |volume=83 |issue=10 |pages=108–18, 158 |publisher=The Boston Consulting Group |pmid=16250629}}</ref>
:: '''D + (2 × I) + (2 × C<sub>1</sub>) + C<sub>2</sub> + E'''
The individual components are assessed with the following scales:
;Duration :Less than 2 months = 1 :Between 2 and 4 months = 2 :Between 4 and 8 months = 3 :More than 8 months = 4
;Team performance integrity :Very strong = 1 :Good = 2 :Average = 3 :Poor = 4
;Commitment (senior management) :Clear and active support = 1 :General support = 2 :Neutral = 3 :Reluctant = 4
;Commitment (local management) :Enthusiastic = 1 :Willing = 2 :Reluctant = 3 :Strong resistance = 4
;Effort :Less than 10% additional workload = 1 :Between 10% and 20% additional workload = 2 :Between 20% and 40% additional workload = 3 :More than 40% additional workload = 4
== References == {{Reflist}}
Category:Change management Category:Project management techniques Category:Leadership
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