Product Vision & Stakeholder Alignment
Initially, the project lacked a clearly defined vision, prompting the formation of a cross-functional committee to identify and address student departure and return gaps. As Product Owner, I worked closely with the Admissions Office and Registrar to define priorities based on student wellbeing and institutional metrics such as retention and graduation rates. The vision evolved into a more holistic approach to onboarding and offboarding students taking a leave of absence.

Backlog & Sprint Planning
Though we didn’t have a formal Product Backlog, priorities emerged through ongoing committee meetings where we collectively identified and scoped tasks. Each sprint was focused on a long-term objective, such as clarifying communication protocols, streamlining withdrawal procedures, and building re-engagement points. I led sprint planning by breaking down these goals into manageable steps and facilitating cross-team collaboration.

Role as Scrum Master
I also served as Scrum Master, helping remove blockers—including institutional resistance and ambiguity around roles in the offboarding process. A major challenge was that this initiative had no existing precedent, which meant navigating uncertainty and advocating for change across siloed departments.

Implementation & Increment
Each phase of the project delivered tangible outputs, culminating in the launch of a leave of absence interview process. This allowed us to engage directly with nearly 50 students per month, providing closure for those leaving and building a path for reentry. These interviews turned a transactional process into a relational, student-centered experience.

Reflection & Iteration
After launch, we reconvened to adjust procedures and language to reflect a more compassionate approach. If repeated, I would have emphasized earlier that the initiative was not about enrollment numbers—it was about demonstrating institutional care. Framing the process through the lens of empathy, not bureaucracy, would have accelerated buy-in and improved the offboarding experience even more.