Attico applied a delivery-led service delivery model on a project and reveals how it drove successful outcomes without a dedicated PM.
The project manager (PM) is a key member of any project team. Like a conductor of an orchestra who makes the instruments sound in unison, a PM guides the project from start to finish: manages resources, communicates with stakeholders, handles risks, controls time and budget, ensuring the project meets its goals and becomes a success.
But can a project succeed without a dedicated PM? The answer is “yes”, and the answer is “no” too. If the project begins without a project manager and the parties have different goals, it is most likely to fail. But depending on the team’s maturity level and the complexity of the work, it is possible to run a successful project even without project management experience.
At Attico, this has been our experience on one of the projects.
One of our clients, a major scientific research organization, needed to launch updates to its public portal to enhance performance, usability, and content structure. The portal serves as a public-facing information source, so reliability, clarity, and a smooth user experience were critical. Together with our partners, we helped deliver a comprehensive update to the portal to strengthen the client’s ability to communicate its research and mission effectively.
December — March
600 hours
Lead Frontend (acting as Delivery Manager), Lead Backend Developer, Backend Developer, Designer
40 functional improvements, UX redesign, and Figma design of 6 key screens
From the outset, this engagement was run without a traditional project manager. Instead, we adopted a delivery-led approach, where the team took full ownership of planning, execution, and communication.
Among modern delivery model types used in IT projects, a delivery-led model focuses on outcomes rather than hierarchy. Instead of separating “management” and “execution,” delivery responsibilities are embedded directly within the team. Planning, prioritization, risk management, and communications are managed by people closest to the work.
In this project, the role of Lead Frontend Developer had additional responsibilities as Delivery Manager, which include both technical and delivery roles, such as:
This service delivery model allowed the team to move quickly while staying aligned with the client’s goals. This experience is also indicative of the broader change observed in the information technology space, where organizations have shifted away from role-intensive models toward flexible service delivery models. However, the final choice depends on factors like the maturity of the delivery group and the expectations of the stakeholders. But when done correctly, contemporary approaches for the delivery of information technology services, such as the delivery-led one, can help improve the speed, quality, and predictability of outcomes.
Several factors made this delivery-led approach successful:
The engineers were experienced, comfortable estimating their own work, and capable of self-organized planning. Thus, heavy coordination was not necessary, and decisions could be taken more quickly.
A Kanban board and a visualization of tasks helped make progress transparent for all. Such transparency helped us identify issues at an early stage and create trust with a partner.
The acting Delivery Manager made sure that nothing fell through the cracks. The dependencies were tracked, the priorities were clarified well in time, and approvals were hastened to avoid bottlenecks. Improvements were suggested continuously, not just at milestones.
There were status and planning meetings on a weekly basis to keep both sides in sync. Matters concerning potential delays and scope changes were brought up in a way that prevented last-minute surprises.
When tasks slipped or risks emerged, the team communicated openly. Tasks were reprioritized when necessary, and blockers were tackled collaboratively with the client.
Although there was no formal PM, the Lead Frontend received ongoing mentorship around communication planning, budgeting, and resource allocation. Monthly reviews helped refine processes, discuss risks, and adjust ways of working when needed.
Together, these elements created a structured, predictable delivery process—without the overhead of a traditional project manager.
The outcomes validated the delivery-led model:
The team moved fast without sacrificing quality or stability. Regular code reviews, early testing in a dedicated environment, and minimal critical bugs returning from production.
This project demonstrated that for small, experienced teams, delivery can be both autonomous and predictable without a dedicated project manager. Ownership, transparency, and strong communication can replace formal structures when the right conditions allow.
That said, this approach is not universal. For larger teams or more complex initiatives, a dedicated PM still plays a critical role in coordinating broader priorities, managing cross-team dependencies, and handling extensive stakeholder communication.
A delivery-led model is not about removing project management - it’s about embedding it into the team. When teams are skilled, trusted, and empowered, delivery becomes smoother, faster, and more resilient.
It finally allowed us, in this project, to deliver real value with minimal risk efficiently; hence, proving the fact that sometimes in managing projects, it is best to let the delivery lead the way.
