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Fractional PM with BA/PO Support

Project Overview

 

A fast-growing organization had an overextended team managing a critical system rebuild, with no dedicated project or product leadership in place. I stepped in as a fractional project manager with embedded BA/PO responsibilities, providing structure, alignment, and stakeholder communication across business, technical, and operational teams.

The Challenge

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  • Project milestones were slipping due to a lack of ownership, unclear priorities, and shifting requirements

  • Development teams were focused on delivery, but lacked business context and clear acceptance criteria

  • Business stakeholders had limited visibility into progress and felt disconnected from the development process

  • No single point of accountability existed to track blockers, decisions, or cross-team dependencies

The Approach

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  • Took ownership of project timelines, deliverables, and communication workflows

  • Ran weekly standups, retros, backlog reviews, and roadmap alignment sessions

  • Worked directly with stakeholders to elicit requirements, validate priorities, and clarify scope

  • Translated business goals into actionable user stories with acceptance criteria and traceability

  • Created clear documentation and RAID logs to proactively surface risks, decisions, and impacts

Key Deliverables

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  • Project Plan: High-level milestones and sprint-level targets with ownership and dependencies

  • Governance Framework: Meeting cadence, escalation path, and decision tracking

  • Prioritized Backlog: Fully scoped user stories aligned to business value and technical feasibility

  • RAID Log: Tracked risks, actions, issues, and decisions with regular updates

  • Stakeholder Reports: Weekly updates highlighting progress, blockers, and upcoming work

  • UAT Readiness Plan: Coordinated test plans and business approvals for launch

The Impact

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  • Reduced project ambiguity and improved delivery confidence across the organization

  • Kept stakeholders informed and engaged through consistent, actionable updates

  • Ensured development efforts were aligned with business goals and end-user needs

  • Accelerated decision-making by centralizing information and clarifying ownership

  • Created a repeatable structure the internal team could continue using after project wrap-up

What Made This Work

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By wearing both the PM and BA/PO hats, I was able to anticipate delivery risks and keep the team grounded in business outcomes, ensuring work moved forward with purpose, clarity, and alignment at every level.

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