Project Dependencies: Types and Management

For the successful delivery of a project, the understanding of project dependencies is vital. I have spent several years managing complicated projects, and I can say that the reason for the failure of the projects is due to mismanaged dependencies. Understanding how tasks connect and influence each other helps project managers avoid delays that are expensive to carry out and keep the project on schedule. Whether you are in a PMP certification training or already managing projects, mastering dependency management is key to your success.

While project dependencies can be easy to understand, what may be more complicated are the strategies for managing and classifying them. In this guide, you will learn all that you can about the various elements of project dependencies along with strategies for their effective management. By the end of this guide, you will be adequately prepared to identify and manage all the dependencies that you may encounter in your various project environments.

A project dependency illustrates the relationship between tasks of the project, whereby one of the tasks is dependent on another to either start or finish the task. A project can be illustrated using the example of a series of dominoes. When one domino is positioned to be knocked over, that will trigger multiple other dominoes to fall. The dominoes represent the workflow of the project and also represent the timeline the project will take to complete.

Every project has dependencies. You don't instantly paint a wall, and you certainly don't start a marketing campaign before your content has been created. These dependencies define how projects progress. Familiarity with these dependencies allows for a realistic timeline, better resource allocation, and improved stakeholder communications.

Of any project management plan, the task relationships mapping requires the most meticulous attention. Identify these relationships and dependencies and your project scope becomes a plan, a path with guide rails.

Finish-to-Start (FS) Dependencies

This is the most common type of project dependencies and the most encountered. Here, Task A must finish in order for Task B to start. Approximately 80% of all project dependencies fall into this category and are grouped in this fashion.

Examples:

• Construction: Before you can install flooring, the foundation must be complete.
• Software: Before you can test code, development must finish.
• Marketing: Before you can publish content, it must be approved.

FS dependencies are my default for these reasons, and with most people, they are intuitive and cause less ambiguity and confusion, especially within teams.

Start-to-Start (SS) Dependencies

Task B can't start until Task A has begun. Both tasks are in a parallel run, but one, Task A, must first be completed.

Practical Uses:

• Content creation: The writing and design processes can begin together.
• Development: The front and back end processes can begin together.
• Manufacturing: The assembly process can begin when production begins.

This type can provide schedule compression with parallel work streams.

Finish-to-Finish (FF) Dependencies

Task B cannot be completed until there is a completion of Task A. These dependencies guarantee synchronized completions.

In a number of cases, this is true:

• Quality assurance: Testing cannot be completed until development is done.
• Documentation: The final documents cannot be completed until the project is completed.
• Client deliverables: A number of components must be completed simultaneously.

This type of dependency is ideal when you need synchronized completions across multiple streams of work.

Start to Finish (SF) dependencies

This is the most uncommon type of dependency. Task B cannot be completed until Task A starts. I've primarily used this type of dependency in the handover of shifts and just-in-time situations.

Some examples of this are:

• The day shift cannot end until the night shift starts.
• The old system cannot be turned off until the new system is running.
• The temporary solution cannot be turned off until the permanent solution is in place.

In addition to the four types of dependencies, there are further distinctions for how you handle the different types of dependencies. It is essential knowledge for anyone calibrating for the PMP exam prep.

Logical Dependencies (Mandatory)

These are relationships that are non-negotiable by the nature of the work. Task B cannot be performed before Task A. There are physical restrictions, regulations, or technical requirements that create these dependencies.

I always start with logical dependencies because they provide the backbone of your project. Missing these is very likely to lead to the project failure

Resource Dependencies

When two tasks need the same resource, which could be a person, piece of equipment, or material, there is a resource dependency. Only one of the tasks can utilize that resource at a given time.

Common scenarios:

• A single developer working on multiple features
• A testing environment that is shared
• A budget that is limited and therefore requires completing tasks in a particular sequence

Here, the key resource is optimization. Sometimes adding resources, as discussed in Techademy's PMP certification course, eliminates these dependencies completely.

Preferential Dependencies

These are based on shown best practice, team preferences, or soft requirements. An editor could prefer to review content prior to formatting, but in truth, formatting could happen first without any issues.

I regularly challenge preferential dependencies. Sometimes they are outdated habits that slow your project and cause unnecessary delays.

External Dependencies

The factors beyond your control are called external dependencies. These include vendors, necessary approvals, adverse weather, delivery delays from third parties, and so on. Since you are unable to fully manage these factors, they represent your highest risk.

The following are some risk mitigation strategies:

• Building buffer time to accommodate delays
• Keeping a proactive and positive vendor relationship
• Preparing Contingency Plans
• Keeping an eye on external dependencies

Understanding risk factors helps manage external dependencies.

Critical Path Method (CPM)

The longest sequence of dependent tasks that determines the duration of your project is called the critical path. Any delays that occur in critical path tasks mean your project will balso e delayed. I rely on CPM a lot to mark out for me the dependencies which need the most focus.

The Advantages of CPM:

• Recognizing important dependencies
• Predetermining the shortest possible time span to complete the project
• Indicating where delays are unacceptable
• Pointing out areas where you have flexibility in your schedule

Blockers and Their Impact

Anything that prohibits task completion is called a blocker, which can be internal (a member of the team is not available to complete the task) or external (vendor fails to deliver on time). Recognizing blockers is a means of shortening the duration of your project.

To assist in minimizing the duration of each task, I conduct daily check-ins to identify all of the blockers early. The earlier they are identified, the quicker they can be addressed.

Strategies for the Planning Phase

Consider starting to map dependencies as early as the initial planning stages. Use the entire planning team for this; they know the details of the work better than anyone. Use the project management tool to help document this activity.

Here are the fundamental steps:

• Create a complete task list for the project
• Define and add relationships for each pair of tasks
• Classify each dependency according to its type
• Capture any assumptions and constraints you may have
• Assign appropriate buffers

Strategies for the Execution Phase

During project execution, keep monitoring dependencies. As the project evolves, dependencies will shift. Make sure to have status meetings often and have everyone on the team discuss the dependencies and challenges they have at that moment.

Use the following communication strategies:

• Inform stakeholders of any changes in the dependencies immediately
• Conduct a dependency review meeting on a weekly basis
• Keep a log of all of the dependencies
• Raise any blocked dependencies to management as soon as you can

Techniques and Tools

Current project management software can help you keep track of the dependencies. Some software allows you to visualize the dependencies in different ways. Use the tools that best align with the workflow of the team.

Preferred techniques for visualization include:

• Gantt charts
• PERT charts
• Kanban
• Dependency Matrices

Success Measurement

To measure the effectiveness of your management of dependencies, use the following key performance indicators:

• Completion rate of tasks on or before the deadline
• Average time to resolve a blockage in a task
• Percentage of adherence to the critical path
• Effective utilization of resources
• Feedback from stakeholders

Additional metrics for assessing the success of your project can be found in the guide to project management KPIs.

Employing project dependencies alters the way you construct and manage your projects. Consider beginning with the current projects you are working on and identifying the types of dependencies you are working with. Create a visual map of these dependencies and share it with your team. A greater understanding of these relationships will lead to a greater payout during execution. Better results will be a direct outcome of your effort. Whether you are working towards your PMP certification or handling complicated projects, these skills are critical to your success as a project manager.