Voices on Project Management

> Back to Voices Home

Managing Project Dependencies

| | Comments (2) | TrackBacks (0)
Projects don't run in silos or in a vacuum. They run in organized, chaotic environments where everyone is working toward the end result. There's nothing wrong with that--it's how organizations achieve multiple results in a short period of time.

The key, of course, is to manage all these changes and interdependent projects.

But what if you are part of a project that's not a part of any program or portfolio with an assigned program or portfolio manager or director? How do you manage those interdependencies that are not part of your scope?

In my view, it's a matter of paying attention and linking yourself to three key areas:

•    Organization: Culture, processes, standards, rules, events, special blackout periods, etc.

•    Operations: Operational teams responsible for change management, incident management, delivery and quality management/control

•    Project Delivery: Such as a project management office or a business committee or unit that's responsible for project delivery

No matter what dependencies may exist, they will be manifested through these three main channels.

 

Bookmark and Share

 

The views expressed within the PMI Voices on Project Management blog are contributed from external sources and do not necessarily reflect the views and opinions of PMI.

0 TrackBacks

Listed below are links to blogs that reference this entry: Managing Project Dependencies.

TrackBack URL for this entry: http://blogs.pmi.org/mt-tb.cgi/253

Leave a comment

All comments are reviewed by our moderators, and will not appear on this blog unless they have been approved. Comments that do not relate directly to the blog entry's contents, are commercial in nature, contain objectionable or inappropriate material, or otherwise violate our User Agreement or Privacy Policy, will not be approved. For general inquiries not related to this blog, please contact Customer Service. Please read the Comments -- Question and Answers.

2 Comments

Dmitri,

I believe part of what you're saying falls on the PMO's shoulder, and not only the PMs.

Having said that, I have published an elaborate article on the subject: tips for breaking project dependencies http://www.pmhut.com/tips-for-breaking-project-dependencies. I know for a fact that most project dependencies cannot be broken, but the article offers a different perspective on the subject.

Generally, I would consider two things the biggest threat to such an "orphaned" project.

The first one is a change in company's priorities. That is partially covered in the "organization" area you mention in your post, but basically there is a strong need for enhanced and properly executed stakeholder analysis/management.

The second one—and that one i can not find within your three areas—is resourcing. scheduling conflicts, shifts cased by other project's delays and so on that will definitely occur and without very strict rules of resource allocation and management. The failure of the projects is then inevitable ...

About This Blog

Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with — or even disagree with — leave a comment.

All posts represent the opinions of the bloggers.

Follow PMvoices on Twitter

About Bloggers

Keep checking back because the voices for this blog will continue to grow and change to represent a variety of regions, industries and opinions.

Read blogger profiles

Voices Poll