5 activities to manage project dependencies

5 activities you need to manage project dependencies
Author: PM Majik
Copyright 2016. All rights reserved. www.pmmajik.com

Contents
1.0 Purpose of this presentation
2.0 Common understanding
3.0 Project plans
4.0 Dependency identification
5.0 Dependency validation
6.0 Continuous monitoring
7.0 Summary
8.0 PMO resources and downloads

1.0 Purpose of this presentation
The purpose of this presentation is to provide 5 activities that you need in order to
manage project dependencies.
Background
In an ideal world all projects would finish on time. Unfortunately, in the real world there
are many challenges to stop the successful completion of projects including the impact
of project dependencies.
If a project is dependent on a task completing, any delay to the task will impact the
progress of the project.
Due to this dependencies must be managed, especially external dependencies.
This presentation will provide 5 activities you need to manage project dependencies.
At the end of the presentation you will find details of further resources including the free
guide, 7 steps to set-up a PMO.

2.0 Common understanding
• Before embarking on the capture and validation of dependencies, it is important that
there is a common understanding what is meant by a dependency.
• Even if the projects and programmes that the PMO has oversight is staffed by
experienced project managers, do not assume that they fully understand what is
meant by dependency management.
• Make sure that there is a clear, agreed definition. This should be written down and
communicated ensuring the common understanding.
• It is also important to define a standard process. Dependencies often span different
projects. Therefore, all participants must be clear of the process so that dependencies
can be captured and communicated.

3.0 Project plans
• Before you can start to identify and manage dependencies, you must have a plan.
• The plan must be constructed to sufficient level with milestones that denote
deliverables.
• These are needed as a dependency should be linked to milestones.

4.0 Dependency identification
• Using the agreed process, each project manager needs to identify the dependencies
for their project. This can be achieved by the project manager sitting down, reviewing
the plan and documenting potential dependencies.
• A good approach is to run a dependency identification session. This typically will
involve getting a group of people into a workshop who understand the project and / or
subject matter.
• The aim of the session is for the collective group to identify all possible dependencies.
The real power is that as the session is interactive, this will result in people generating
additional dependencies building on items identified by others. It also allows for points
to be discussed and decisions made if they are true dependencies or not.
• For this to work, the session must include the appropriate participants. If the project
involves technology, make sure they are represented. The same applies for the
Business, Operations, Finance, Legal, etc.
• All dependencies should be captured into the defined dependency tool and MUST
include who is responsible for delivering the dependency to the project.

5.0 Dependency validation
• After the dependencies have been identified, it is important that these are validated.
Until this has happened, there is no commitment that the dependency will be met.
• The process can be simply summarised as the following:
• The giver (person / project) providing the deliverable and the Receiver (project) who
needs the deliverable by a set date.
• The dependencies can be validated by a number of methods including:
• Discussion / meeting between both parties
• E-mail agreement
• However, if there is a number of dependencies, it can be worthwhile the PMO setting
up a dependencies clearing house. This is a meeting with all relevant parities. All of
the dependencies are then discussed, agreed or rejected. As with the identification
workshop, it allows for collective discussion that helps improve the quality of the
information.

6.0 Continuous tracking
• It is important, like with most PMO activities, that the identification and validation is not
seen as a single, one-off event.
• While the project may hold a session to identify dependencies near the start of a
project. The reality is that dependencies can occur through-out the life cycle of a
project.
• As circumstances change for the project and / or external environment, dependencies
will change. Therefore, it is important that the project reviews dependencies on a
continuous basis.
• The PMO can play a role it making sure that this discipline is followed. By conducting
periodic reviews either formally or informally of the dependency registers, this will drive
the project to get into a routine of pro-actively managing dependencies

7.0 Summary
Project dependency activities:
•Dependencies are important as they have the ability to stop a project delivering.
•The PMO should take the lead in defining the process and driving the quality of the
dependencies that are captured.
•All dependencies must be validated and agreed by both the Giver and Receiver, if not
there is a risk the dependency will not be met.
•Management is a continuous process to be effective NOT a one of event at the start of
the project.
More resources:
•5 activities you need to manage project dependencies
•Project management tools – dependency management

6.0 PMO resources
If you want more information, visit www.pmmajik.com where you will find lots of project
and PMO resources including the FREE guide, 7 Steps to Set-Up a PMO.
Visit http://www.pmmajik.com/set-pmo/
PM Majik Website
On the PM Majik website you will find over 150 articles that contain practical and
pragmatic tips and insights for designing, mobilising and managing a PMO. New
articles are added weekly. Topic requests are encouraged from the community.

5 activities to manage project dependencies

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