Orchestrating a War Room together with a team of highly motivated and skilled requires focus and organizing skills – there’s many moving parts to keep track of, many deadlines and tasks to be completed and even more stakeholders and experts to involve and seek advice from (read about the first War Room here: http://frederikbisbjerg.com/blog/war-room-chronicles)

One of the key elements in a successful War Room is your ability to identify the stakeholders and formal as well as informal decision makers across all involved units and departments in your organization. To implement the War Room’s achievements into daily operations, with the multi-department stakeholders in mind, it is necessary to establish a way of securing the new processes and modus operandi will be the new normal and part of the employees’ habits and routines

After the initial feeling of success, the team will most likely face a workday not too different from before, with only a few of the changes implemented immediately as the most significant changes typically will be depending on changes to the company’s IT systems which will take longer to implement. The project manager of the War Room must make certain to keep the motivation across the War Room team up by constantly pointing out the effect of changes already implemented and celebrate each time a change has been released from IT

After a period of time, typically one month from the closure the first phase, the War Room team should meet again to reflect over the efficiency of the changes and to identify adjustments, if any, and how to implement them. It’s very important that the changes have been documented and recorded into the company’s process descriptions and ensure that all staff across the departments has been properly trained about the changes – this can only be done by the members of the War Room, so a part of the phase I closing is creating the roll-out plan with specific training activities and deadlines

 
 
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This is the run-off activities of the first War Room phase and you should allow several months for these to be completed and allow the new routines to settle in and making sure there’s resources available to secure implementation of the on-going releases of IT changes. Make sure to communicate – and celebrate – each IT release that supports the new processes and changes identified through the War Room activities to keep a constant focus on the success of the War Room, also after the initial excitement has faded away

During the ‘silent period’ – implementation of the process changes from phase I – it’s crucial to keep meeting in the team, though less frequent, and discuss effects of the process changes and identify further areas of improvement. Some of these improvements can be implemented right away and others should be registered in the back log and act as input for the next phase of the War Room

Continuing to a phase II right away is most often not advisable as most changes from the first phase require organizational adjustments which will take time to implement correctly and adding new changes from a second phase of the War Room to this may reduce the effects from the process changes identified in the first phase. However, this should not stop ideas from being generated so make sure to keep track of all improvements identified, also during the silent period

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