At CERDS Consult Inc, we have a very clear vision on road map development for your organization. In a nutshell, we have summarized our stages as indicated below.

Start with Product Vision

Whether you’re creating this vision yourself or it’s been handed to you, this is where you start in developing your product. We help you to visualize this clearly. One way to start thinking about product vision is to ask questions such as, “What would the most successful outcome of launching this product ultimately look like in the market?” Or, “What will the product do for our customers, for our company, and for the industry?”

Then Determine Your Product Goals

From your high-level vision, you can derive specific goals for your product. These might be increasing adoption, improving customer satisfaction, reducing churn, gaining more market share, etc. It will be these high-level goals that will drive how to build your product roadmap.

Next, Build Your Product Roadmap

Now that you have a clear vision for your product, and you’ve turned that vision into specific measurable goals, you can start determining how to translate those goals into actionable initiatives on your roadmap. It’s important here to reiterate that the product roadmap is a strategic document — it should serve as a high-level execution plan to help you prioritize your goals and communicate to your constituents how you plan to achieve them. Your roadmap is not simply a list of the features you’ve decided should be included in the product. That feature list, or your backlog, will come separately, after you’ve built the high-level strategic plan into your roadmap.

Finally, you’ll Develop Your Backlog

After you’ve built a roadmap that lays out your strategy for developing the product, it will be time to translate that high-level plan into the specific tasks, features and other details — your backlog and release plan — you’ll need to complete to make the product a reality. All of this might sound obvious, but you’d be surprised how many products are developed using a bottom-up approach instead — starting with a detailed list of features, without any strategic plan or high-level goals for the product. Successful product managers work top-down — starting with strategy — and then, only when they’ve determined why they need to develop the product in a given way, they begin working down into the execution details.’

In CERDS Consult Inc perspective, facilitation refers to the act of helping other people to deal with a process or reach an agreement or solution without getting directly involved in the process, discussion, etc. yourself. Our facilitation process is aimed at helping participants to explore and develop with the help of a neutral outsider – the facilitator – who brings a structured approach to the process CERDS Consult Inc Team coaching focuses on the team itself, its effectiveness, the barriers to success, how it functions and where it can use its strengths to maximize performance. It requires a different kind of participation from team members, who will be invited to evaluate their own part in the team’s success in various

CERDS Consult Inc often carries out the standard Key Steps In Conducting a Change Readiness Assessment for our clientele organizations as indicated below:

• Data Collection: Use Both Qualitative and Quantitative Methods

Without utilizing both qualitative and quantitative methods, the data you collect won’t be representative of your entire organization. You’ll only come away with a bird’s eye view and miss the complete picture of your organization’s readiness. Qualitative data is collected by conducting key stakeholder interviews. Generally, anyone in a leadership position and directly involved with the project, as well as key members of the project
development team, should be considered for an interview. Internal organizational influencers should also be included. Though anecdotal, these interviews reveal opinion themes at the leadership level

Some indicators include;

1.  Level of understanding of the benefits and barriers the project/change will present.
2. Belief of whether the project vision has been appropriately disseminated to stakeholders.
3. A baseline understanding of company’s appetite for change based on previous experiences.
   Quantitative data is collected via distributing a change readiness survey. Because the survey goes
   to a larger audience (including leadership, the project team, and end users), it reveals areas that
   need specific focus and any misalignment between leadership and end users. The survey asks
   questions to understand sentiments around project sponsorship, resources and support,
   understanding of the change, and general feeling of readiness.

• Data Analysis: Don’t Forget to Measure Across Business Functions

CERDS Consult Inc asserts that recognizing the readiness of specific business units allows you to
tailor communications to those units. Data collected from the surveys and interviews has
specifics outputs.

• Recommendations and Action:

The data, once analyzed and compared to project business objectives, will result in a report that
outlines recommendations to improve understanding, competency, and user adoption of the new
process, system, or tool. Some examples of key change management tactics that can be
recommended as an outcome of the assessment include;

1. Propose Incentives.
2. Redefine Cultural Values.
3.  Exercise Authority.
4. Shift the Burden of Change.
5. Recruit Champions of Change.

CERDS Consult Inc helps your organization to develop the most comprehensive and transformative Change management Plan that will suite your business environment and circumstances.
How CERDS Consult Inc Writes a Change Management Plan for Clientele Organizations

• Demonstrate the reasons for the change.
• Determine the scope. …
• Identify stakeholders and the change management team. …
• Clarify the expected benefits. …
• Milestones as well as costs must also be clearly outlined. …
• Create a change management communication plan.
• Expert Guide to Writing a Change Management Plan | Smart sheet

In CERDS Consult Inc perspective, change monitoring is the ability to detect changes. In practice, this is accomplished with technologies such as File Integrity Monitoring Software (FIM). Change monitoring should be automated to the greatest extent possible for convenience and accuracy’s sake. Certain activities, such as alert review, cannot be automated. However, using tools with built-in intelligence can significantly ease the time commitment required to effectively monitor for changes.

Effectively-administered change monitoring will encompass each of the following aspects:

Centralized audits:

A single repository of changes made to critical files and configurations, which attributes changes by user, location, and time.

Real-time change reporting:
The average cybercriminal completes data retrieval in just minutes. If your FIM tool completes weekly scans instead of real-time change detection, you could miss negative changes until long after the event has concluded.

Human-readable reporting:

Alerts and reports that are easy for your administrative users to understand aren’t strictly  necessary, but they can reduce error margins significantly. Clear information can also reduce your time to response Intelligent classification of changes: With an FIM tool that’s smart enough to classify changes as positive, neutral, or negative, administrators can focus response.

Unalterable Logs:

To effectively monitor against insider information security threats, unalterable data is critical to creating accountability. Each of these elements for effective change monitoring may not be strictly necessary depending on your goals and risk tolerance.

Four Key Principles for Reinforcement

By following the below four key principles of Reinforcement from the Accelerating Implementation Methodology (AIM), and by applying them tactically throughout your project on an ongoing basis, Change Agents will be much more likely to motivate individuals to change their behavior. Ultimately this leads directly to getting better, faster project results.
1. Reinforcement Needs to be from the Frame of Reference of the Individual. For any Reinforcement to impact behavior, it must have meaning or value for the individual you are trying to motivate. Remember, you probably won’t find a single Reinforcement that motivates everyone! Reinforcement is a Powerful Tool in Change Management
2. Reinforcements have to be applied as soon as possible following the behavior, and must be directly connected to that behavior. For example, you can’t wait for the annual performance review as the method for Reinforcement; the timing is just too infrequent.
3. Employees must perceive there will be a higher likelihood of positive consequences for at least attempting to achieve results, versus negative consequences for making mistakes.However, you do need a mix of both!
4. A menu of Reinforcements needs to be developed and applied. The AIM Targeted Reinforcement Index Change Management Tool is a great resource to help your Sponsors and Change Agents identify which specific rewards will be meaningful for the Targets of your change.