Dependencies in Project Management and its Types with Examples

In project management, the meaning of depend/dependency indicates the interrelationship between tasks or activities of a project. Knowing and implementing the chains of reactions becomes a must-have ability to keep a project going in the right direction and ensure that the tasks are done in the right sequence.

What are Dependencies in Project Management?

Relationships between tasks depending on their order are known as project dependencies or task dependencies. Before the team may begin working on dependent tasks, one or more other tasks must be finished or initiated. Consider the dependencies within a project as a sequence of gears that must all spin for one to start. By establishing and utilising dependencies, you can guarantee that workflows will always be completed correctly.

Types of Dependencies and Examples Faced by Project Managers

When managing projects, project managers frequently run across several kinds of dependencies. The project scheduling, resource allocation, and overall success can all be impacted by these dependencies. Here are some typical dependencies and samples of each:

1. Mandatory Dependencies: This is the other side of subdependencies, frequently referred to as soft dependencies. These are constraints whose origin is like the work. To the point that the particular point is done, nothing starts until everything goes in a specific order which doesn’t leave any chance of flexibility. Example: In a construction project, the operation of pouring mortar (Task A) is an indispensable part of the succeeding task of setting up the walls (Task B). No height of masonry can be achieved until the structure is sturdy and safe.
2. Mandatory Dependencies: Also known as individual or informal dependencies these are dependencies entities that comply with best practices or simply the team is habituated with. They provide freedom in organizing the sequence of goals. They are flexible and allow the order of tasks to be changed. Example: If it’s software development the team may decide to do Code Reviewing (Task C) before entering the testing phase (Task D). However, here it is not a necessity to do it this way, and the beginning of the testing stage can theoretically start without finalising code reviews.
3. External Dependencies: These mutualities usually originate from sources not in the domain of the project team that contest different conditions involving external parties like suppliers, inputs, and regulators. Example: If a project must contain a third-party software component, the development task (Task E) may be later than it was expected to be because of the software provider as its schedule might be changed.
4. Internal Dependencies: The internal dependencies in the project team are in the team’s control and normally involve the revision of schedules according to the speed of required tasks or the availability of resources within the team. Example: For a marketing campaign, sewing up promotional materials (Task F) by your team is an internal predecessor way into the next task of making online ads (Task G). The design has to be over before the ads can be written.
5. Finish-to-Start (FS): In a finish-to-start dependency, the successor task cannot start until the predecessor task has been completed. Example: Take an example of a software development project in which TA1 refers to designing the user interface, while TA2 is all about the development of backend functionalities. Not until the completion of UI design Task A may Task B begin (frontend development).
6. Start-to-Start (SS): In a precedent-from-precedent, the following task cannot begin until the preceding task does. Example: On a construction project, Task C involves digging the foundation section while Task D is for mixing and pouring concrete. Task D (pouring concrete) is already in progress after Task C (excavation) begins and could be in line with the concurrent pace.
7. Finish-to-Finish (FF): The successor task will be done only after the preceding task is in a finish-to-finish dependency(the successor task cannot be completed unless the predecessor task is over). Example: Stage E of the marketing campaign is to design all the commercials, and stage F is to run the marketing campaign. Task F of the process depends on the completion of the previous stage of Task E (creating materials).
8. Start-to-Finish (SF): In the case of end-to-head connectivity, the descendants of the successor process can not end before the initiators of the predecessor task have begun. Example: For instance, an example of Task G would be to carry out training sessions; and Task H would denote the activity of evaluating the effectiveness of the training. The purpose of Step H is to complete the process that task G already has.

How to Manage Dependencies in Project Management?

Effective dependency management is necessary for project management success. The following are some techniques for project management dependency management:

1. Identify Dependencies Early: It will be important, to start, by documenting and identifying the dependencies that are a part of the pre-project planning phase. In this context, it entails knowing the task interdependencies and realizing which ones require others before they can be completed.
2. Create a Dependency Matrix: Come up with a job mapping that clearly shows what tasks are interrelated to one another. This matrix acts as a convenient visual representation, underlying all interdependencies between different parts of the project making it easier for the project team to work with them.
3. Use Project Management Software: Maximize your adoption of software to manage business processes, albeit you need tools with features for monitoring and tracking the dependencies. One more advantage of these tools is their ability to deliver Gantt charts, dependency graphs, and other types of visual representation that show the dependencies between tasks to project managers and workers.
4. Differentiate Between Types of Dependencies: Find out the many types of stretches: from the ones that connect finish-to-start to start-to-finishes. Being aware of the specific character of each dependence allows for adjusting and planning of activities according to the situation.
5. Prioritize Critical Dependencies: Identify crucial dependencies that can potentially result in seriously disturbing the project schedule and/or outcome. Identify these critical interdependencies and dedicate resources to them, including the most important tasks, to avoid their delayed fulfilment.
6. Establish Clear Communication: Emphasize the necessity of transparency while working in the project team. Convey the message to staff members that they should recognize the dependencies among the tasks and how the changes in the periods or task sequences will have an impact on this.
7. Monitor and Update Dependencies Regularly: Consistently revise and update each dependency matrix while advancing the project. Changes like the project scope, time or resource underperformance lead to the necessity to change the dependencies, and the documentation should always be up-to-date.
8. Mitigate Risks: Know the issue of risks connected with dependencies & make plans for the contingency. The existence of strategies that cover all cases when it comes to issues with material delays or dependencies of critical performance allows the project to continue and find success in the end.
9. Collaborate Across Teams: If it is a multi-team project or has multi-stakeholders, you could promote work together and coordination. Be sure that everyone on different teams can understand the chains that come through and create a good way to communicate where these problems can be solved as soon as possible.
10. Regular Project Status Meetings: Conduct regular project status meetings where team members can discuss dependencies, raise concerns, and provide updates. This helps in maintaining alignment and addressing any emerging issues promptly.

Conclusion:

For a project to be successful, dependencies must be managed effectively. Project managers make sure tasks go well by knowing the many types of dependencies and using techniques including early identification, dependency matrices, project management software, and prioritising essential dependencies. It’s crucial to have clear communication, frequent updates, risk reduction, teamwork, and status meetings. These procedures reduce dangers avoid setbacks, and promote project success.

FAQs:

What are the 4 types of dependencies in project management?

The four types of dependencies in project management are Finish-to-Start (FS), Start-to-Start (SS), Finish-to-Finish (FF), and Start-to-Finish (SF).

What are examples of dependencies?

Examples of dependencies include FS: Task B can’t start until Task A finishes; SS: Task D can’t start until Task C starts; FF: Task F can’t finish until Task E finishes; SF: Task H can’t finish until Task G starts.

What are examples of external dependencies in a project?

Examples of external dependencies in a project include reliance on third-party suppliers for materials or services, dependency on regulatory approvals, and waiting for external stakeholders to provide feedback or input.

What is an example of a discretionary dependency?

An example of a discretionary dependency is choosing to conduct code reviews (Task C) before entering the testing phase (Task D) in a software development project, even though testing could theoretically start before code reviews are completed.