Managing Dependency Paralysis on Projects

Introduction

To say that project managers face many challenges on projects is an understatement. These challenges range from managing scope creep and risk management to stakeholder management and value delivery, among others. One of these many challenges that is rarely spoken or written about is managing dependencies. Understanding dependencies within a project is crucial because it enables project teams to sequence their activities effectively. However, sometimes this critical project component has been over-complicated by different factors. It is so worrisome for some projects that it has led to what I define as dependency paralysis.

What are Dependencies?

They are critical components of a project, often depicted on a project schedule showing relationships between activities.

The Project Management Body of Knowledge (PMBOK) Guide, 7th edition, lists four types of dependencies:

1. Mandatory Dependency

A relationship that is contractually required or inherent in the nature of the work. This type of dependency usually cannot be modified. For example, in software development, design must occur before the build can begin.

2. Discretionary Dependency

A dependency based on best practices or project preferences. This type of dependency may be modifiable. For instance, a farmer might choose to plant a specific crop before another, based on equipment availability or personal preference, even if the soil conditions and weather are suitable for both crops simultaneously.

3. External Dependency

A relationship between project activities and non-project activities. This type of dependency usually cannot be modified. For example, the commencement of a clinical trial for a drug will be dependent on approvals from the government’s drug regulation agency.

4. Internal Dependency

A relationship between one or more project activities. This type of dependency may be modifiable. For example, in a data project, the extraction of data from the source systems occurs before it is transformed and cleaned.

Dependencies can be identified at any time during a project, and they are typically mapped out during the sequencing of activities on a project schedule.

It is also important to note that dependencies are not static; they are dynamic. As the project’s internal and external conditions change, the importance and impact of the project dependencies also change.

The Importance of Dependencies

Project management practitioners recognise several factors that impact the successful delivery of a project. This is highlighted in different ways.

Within the project management principles defined in the PMBOK Guide 7th edition, there is systems thinking. It speaks to a project as a multifaceted entity exhibiting the characteristics of a system. It also posits that projects operate within larger systems, specifically within the context of project organisations within an enterprise, where they exist within Programmes and/or portfolios. This reflects that projects have lots of internal and external dependencies.

These dependencies influence a project’s success or failure. Take for example, the external dependency example of commencement of clinical trials depending on approvals from the government’s drug regulation agency, this can have a negative impact on the project success if the regulatory approval is on the critical path and it is delayed, this will lead to wasted time, extra cost and rescheduling challenges which will ultimately result in an increased burn rate with no project progress. It may also have an impact.

The product’s market advantage is allowing competitors to gain ground. No matter how well all the areas of the project are performing, the project will be unable to proceed to a successful completion and deliver value to stakeholders. On the other hand, if it is approved, the reverse will be the case as the project can proceed to its next phase and deliver value to the business.

Dependency Paralysis

Although important, dependencies can sometimes paralyse projects, especially when their impact is limited or when project managers can devise a workaround. This often happens on projects with challenging stakeholders who impose specific dependencies, using them as roadblocks to hinder the project’s ability to deliver value.

Consider, for example, a low-budget data analytics and data intelligence project aimed at transforming and preparing unstructured data, such as images or documents, into a format suitable for business intelligence, analytics, and decision-making. Suppose a project has a stakeholder with significant interest and influence who proposes using an extract, transform, and load approach during the planning phase, rather than an extract, load, and transform approach. In that case, the project must extract data from source systems before transforming and cleaning it. This may be an unnecessary mandatory dependency, as the project can achieve the same objective using an extract, load, and transform approach, assuming the project context, data sources, target systems, and requirements remain constant. Though the project may already have an approved budget and scope, the final approach adopted will have an impact on the timeline, resources required, budget and final deliverables of the project.

Instances like this are common in the world of project management, and stakeholders do not always cause them. Some other causes include, but are not limited to:

Unclear Dependencies

This occurs when dependencies between tasks or deliverables aren’t clearly identified, documented, and understood by the team and stakeholders. It can lead to hesitation and inaction. Teams might wait for something they think needs to be completed before starting their work, even if it’s not a true dependency.

Unnecessary Strict Dependencies

This typically occurs when project dependencies are established out of habit, risk aversion, familiarity, past experience, specific vendor preference or a lack of detailed planning, even when tasks could be accomplished differently or performed in parallel or with more overlap. This creates artificial bottlenecks, slowing down the overall project.

Poor Communication

This occurs when the status of dependent tasks isn’t communicated effectively or transparently, causing downstream project teams to become stuck waiting. This lack of visibility into potential delays or roadblocks in predecessor tasks breeds uncertainty and prevents proactive planning.

Inefficient Dependency Management Process

If dependencies are not correctly managed during schedule development, it can make it challenging to track and understand the critical path, which will ultimately lead to confusion and delays in acting on dependencies.

Dependencies Out of the Project Team’s Control

Oftentimes, this is caused when projects rely on deliverables or decisions from external teams or vendors that are outside the project’s direct control; delays in those external dependencies can easily paralyse the project.

Managing Dependency Paralysis

Project managers have several ways to manage dependency paralysis on their projects. As projects are dynamic in nature, the solution chosen will be dependent on factors such as scope, schedule, stakeholder value, budget, context, organisation, project type, and other relevant project-specific considerations. Below are some of the solutions that project managers can adopt to manage this challenge:

Collaboration and Communication

Improved communication fosters trust and enables quicker resolution of dependency-related issues. Project managers must foster strong communication and collaboration between teams or individuals responsible for dependent tasks. Regular updates, shared problem-solving, and a sense of shared ownership should be entrenched in projects.

Brainstorming with Subject Matter Experts

This can unlock innovative or alternative ways to manage a dependency imposed by a stakeholder. While stakeholders’ input is valuable, rigidly adhering to a single, potentially suboptimal approach can create or worsen dependencies, leading to project delays. Engaging openly with multiple subject matter experts will help challenge assumptions, identify decoupling opportunities, build consensus, and pinpoint emerging technologies, among other benefits.

Regular Dependency Review and Optimisation

Reviewing the identified dependencies throughout the project lifecycle will help question whether they are still valid, necessary, or can be optimised. This ensures that dependencies that are no longer important do not end up paralysing the project.

Focusing on the Critical Path

The sequence of tasks that directly impacts the project’s end date should be the primary focus. Tasks on the critical path should be prioritised and closely monitored, taking into account their dependencies. By focusing on the most critical dependencies, the project manager can allocate resources effectively and ensure that the project’s critical timeline remains on track, minimising the risk of dependency paralysis.

Adopting Agile Processes

The use of agile processes can help projects navigate complex dependencies and drive continuous progress. The adoption of iterative and incremental approaches will help break down the project into smaller, self-contained iterations or sprints. Each one aims to deliver a working increment of the product or service. This helps reduce the number of dependencies spanning across large phases of a project. This approach leads to the delivery of value in each iteration.

Overall, managing and avoiding dependency paralysis is a balancing act for project managers that is required for project success.

References

1. Project Management Institute. 2021. “Project Management Body of Knowledge (PMBOK) Guide 7th edition.”