Program Dependency Identification Template – Free Word Download
Introduction to Program Dependency Identification
In the complex ecosystem of program management, no project is an island. While a Project Manager focuses on the internal mechanics of their specific initiative (managing their own scope, schedule, and budget), the Program Manager must focus on the invisible threads that connect these initiatives together. These threads are called dependencies. If one strand breaks, the entire web can collapse.
The Program Dependency Identification document is the tool used to map, analyze, and monitor these critical connections. It goes beyond the standard Gantt chart logic of “Task A must finish before Task B starts.” At a program level, dependencies are often political, structural, or resource-based. They involve handshakes between different project managers who may have competing priorities.
For example, Project A (Infrastructure) might need to deliver a server environment before Project B (Software Application) can begin testing. If Project A is delayed by two weeks, Project B is paralyzed, burning cash while its testers sit idle. This domino effect is the primary cause of program failure.
This template is designed to help you rigorously identify and document these inter-project links. It provides a structured approach to the “Give and Get” model (what do I need from you, and what do you need from me?). By completing this document, you are moving away from assumptions (“I assume the server will be ready”) to explicit agreements (“The server will be ready on October 12th, signed by the Infrastructure PM”).
As you work through the sections below, you will learn to categorize dependencies by type (Inbound vs. Outbound), by nature (Hard logic vs. Soft logic), and by source (Internal vs. External). You will also establish the governance rules for what happens when a dependency is missed. This turns dependency management from a passive tracking activity into an active negotiation strategy.
Section 1: The Taxonomy of Dependencies
1.1 Defining the Terminology
Before you can manage dependencies, you must agree on a common language. Confusion arises when stakeholders use different terms for the same concept. This section establishes the definitions that will be used throughout the program lifecycle.
The “Give/Get” Model:
This is the simplest and most effective way to discuss program dependencies.
- Inbound Dependency (The Get): Something your project needs from another source to proceed. You are the “Consumer.”
- Outbound Dependency (The Give): Something your project must deliver to another project so they can proceed. You are the “Provider.”
The Logical Relationships:
You must also define the timing relationship.
- Finish-to-Start (FS): Project A must finish before Project B starts. (Most common).
- Start-to-Start (SS): Project B cannot start until Project A has started. (Parallel work).
- Finish-to-Finish (FF): Project B cannot finish until Project A finishes.
- Start-to-Finish (SF): Project B cannot finish until Project A starts. (Rare).
Guidance for Completion:
Include a glossary in this section. Explicitly state that “a delay in a Provider task automatically triggers a Change Request in the Consumer project.” This sets the stakes high from the beginning.
1.2 Hard vs. Soft Dependencies
Not all dependencies are created equal. You need to distinguish between physical constraints and preferential constraints.
Hard Logic (Mandatory):
These are dictated by the laws of physics or the nature of the work.
- Example: You cannot pour the concrete foundation until the hole is dug. You cannot test the software until the code is written.
- Management: These cannot be compressed or re-ordered easily.
Soft Logic (Discretionary):
These are based on best practices or resource preferences.
- Example: We prefer to finish the User Manual before starting Training, but technically we could do them in parallel if we rushed.
- Management: These are your “safety valves.” If the program is delayed, you can often break soft dependencies to recover time (fast-tracking).
Section 2: The Identification Process
2.1 The Dependency Workshop
Dependencies are rarely found by looking at a project plan in isolation. They are found by talking to other people. You should mandate a “Dependency Marketplace” workshop.
How to Run the Marketplace:
- Preparation: Every Project Manager brings their high-level milestones to the room (or virtual whiteboard).
- The “Ask”: PM A stands up and says, “I need the Data Migration complete by June 1st.”
- The “Commitment”: PM B (Data Lead) looks at their plan. They either say “Agreed” or “Impossible, I can’t give it to you until July.”
- The Negotiation: They discuss options. Can partial data be delivered? Can the date move?
- The Handshake: Once agreed, it is logged.
Drafting Text:
“Dependencies for this program are identified through a series of synchronized planning sessions (Program Increment Planning or Stage Gate Reviews). Identification is an ongoing activity, not a one-time event. New dependencies must be flagged in the Weekly Program Board meeting.”
2.2 Analyzing the Network DiagramOpens in a new windowShutterstock
You need to visualize the program. A list of dates is hard to interpret. A network diagram (lines connecting boxes) shows the flow.
The Critical Path Analysis:
Use this section to explain how you identify the “Program Critical Path.” This is the longest sequence of dependent tasks across all projects.
- Example: Project A -> Project C -> Project E.
- Impact: If Project A slips, Project E is late, and the Program fails.
- Non-Critical Dependencies: If Project B slips, it might have “Float” (slack) and not impact the final date.
Guidance:
“The Program Management Office (PMO) will maintain the Master Dependency Map. This map highlights the ‘Red Thread’ of critical dependencies. Project Managers owning tasks on the Red Thread are subject to higher reporting frequency.”
Section 3: Inbound Dependency Register (The “Gets”)
3.1 Logging What You Need
This section creates the detailed log for everything your project requires from others. This is your “Shopping List.” If you forget to put an item on this list, you cannot blame the other project for not delivering it.
Table Columns Required:
- Dependency ID: Unique number (e.g., DEP-001).
- Description: What exactly do you need? Be specific. (e.g., NOT “Server”; BUT “Windows Server 2022 Provisioned with Admin Access”).
- Provider: Who is giving it to you? (Project Name / Owner Name).
- Required Date: When do you need it?
- Committed Date: When did they promise it? (If these dates differ, you have a risk).
- Impact of Failure: What happens if it arrives late? (e.g., “Testing delayed by 1 week per day of slip”).
Drafting Example:
| ID | Description | Provider | Required Date | Committed Date | Status |
| DEP-101 | Finalized Brand Guidelines | Marketing Project | 15 Aug | 20 Aug | AMBER |
| DEP-102 | API Access Tokens | Security Project | 01 Sep | 01 Sep | GREEN |
3.2 Verification of the “Get”
It is not enough to just log the dependency. You must verify that the Provider is actually working on it.
The “Trust but Verify” Protocol:
“The Receiving Project Manager is responsible for checking the status of Inbound Dependencies weekly. Do not rely on the Provider to volunteer bad news. You must ask: ‘Is the API still on track for September 1st?’ If the Provider is vague, raise a Risk immediately.”
Section 4: Outbound Dependency Register (The “Gives”)
4.1 Being a Good Citizen
This section flips the perspective. What are you preventing others from doing? This requires a mindset shift. Usually, PMs focus on their own deliverables. In a program, you must focus on enabling others.
Why this matters:
If you delay an Outbound Dependency, you might not hurt your own project status, but you might destroy the Program’s ROI. This is called “Sub-optimization” (optimizing the part at the expense of the whole).
Guidance:
List the items you have promised to other teams. Treat these as “Fixed Constraints” in your schedule. You cannot move these dates just because it is convenient for you. You need permission from the Receiver to move them.
4.2 Managing “Scope Creep” from Others
Sometimes, other projects will dump work on you. “Hey, can you just build this extra feature for us since you’re in the code anyway?”
The Governance Rule:
“All new Outbound Dependency requests must be formally assessed for Impact. If Project B requests a new feature from Project A, Project A must calculate the cost and schedule delay. This ‘Tax’ must be approved by the Program Director. Project A should not absorb the cost of Project B’s requirements silently.”
Section 5: External and Environmental Dependencies
5.1 Beyond the Program Bubble
Not all dependencies come from other projects within your organization. Some come from the outside world. These are often the most dangerous because you have zero control over them.
Categories of External Dependencies:
- Regulatory/Legal: Waiting for a government permit, a patent approval, or a GDPR ruling.
- Supply Chain: Waiting for hardware to ship from a factory in a different country (subject to customs, weather, strikes).
- Client/Customer: Waiting for the client to sign off on User Acceptance Testing (UAT).
- Market Conditions: Waiting for a competitor to launch, or a seasonal window (e.g., “Must launch before Christmas”).
5.2 Managing the Unmanageable
Since you cannot order a government agency to work faster, how do you manage these?
Strategy:
- Buffer: Add significant “Lag” time. If the permit usually takes 4 weeks, plan for 8.
- Early Starts: Trigger the dependency as early as possible.
- Constant Monitoring: Assign a specific person to “chase” the external party.
Drafting Text:
“External dependencies are classified as ‘High Risk’ by default. They require a distinct ‘Lag Buffer’ in the schedule. For example, hardware delivery dates provided by vendors will have a +2 week buffer added to the internal program schedule to account for logistics delays.”
Section 6: Dependency Management Governance
6.1 The Change Control Process
What happens when a date slips? This is the moment of truth.
The Protocol:
- Early Warning: As soon as a Provider suspects a delay, they must issue an “Early Warning Notice” to the Receiver and the Program Manager.
- Impact Assessment: The Receiver calculates the damage. “If you are 3 days late, I miss my testing window, and I become 3 weeks late.”
- Mitigation Workshop: Can the Receiver re-sequence work? Can the Provider add resources?
- Baseline Change: If the date must move, a formal Change Request is raised. The Program Board must approve the new baseline.
Strict Rule:
“A Provider Project Manager is not authorized to unilaterally change the date of a committed dependency. Changing a ‘Give’ date effectively changes the ‘Get’ date of another project. This requires Program-level approval.”
6.2 Service Level Agreements (SLAs)
For critical dependencies, you may want a formal internal contract.
The Internal SLA:
- Definition of Done: What exactly constitutes delivery? (e.g., “Code is delivered” is not enough. “Code is delivered, tested, and passed 0 Critical Bugs” is the definition).
- Handover Method: How is it transferred? (e.g., Uploaded to SharePoint, Ticket assigned in Jira).
- Support Period: After delivery, how long will the Provider support the Receiver if things break?
Section 7: Visualizing and Reporting
7.1 The Dependency Matrix (N-squared Chart)
For complex programs with 20+ projects, a list is insufficient. You can use a matrix.
Structure:
- List all projects on the X-axis (Receivers).
- List all projects on the Y-axis (Providers).
- Mark the intersections.
Drafting Text:
“The Program Office will maintain an N-squared Dependency Matrix. This visual heatmap identifies ‘Hub’ projects. A project that acts as a Provider to 10 other projects is a ‘Critical Hub.’ Any risk in a Hub project is automatically escalated to the Program Steering Committee.”
7.2 Reporting Dashboard
In your weekly report, dependencies should have their own section.
Metrics to Track:
- Total Active Dependencies: Volume of complexity.
- Dependencies Due Next 30 Days: The immediate focus list.
- Missed Dependencies: The failure count.
- Orphaned Dependencies: “Gives” that no one claims to “Get” (waste of time).
Section 8: Role-Specific Responsibilities
8.1 The Project Manager
- Responsibility: Identify dependencies. Negotiate dates. Deliver on promises. Scream loudly if a “Get” is at risk.
8.2 The Program Manager
- Responsibility: Arbitrate disputes. If Project A and Project B clash, the Program Manager decides who wins. Monitor the Critical Path.
8.3 The Product Owner / Business Lead
- Responsibility: Prioritize dependencies based on value. If we can only deliver one thing, which dependency unlocks the most business value?
Conclusion – Program Dependency Identification Template – Free Word Download
Dependency Identification is the art of predicting the future friction points of your program. It is the connective tissue that turns a collection of isolated projects into a coherent program.
By completing this template, you are doing the hard work of “integration management.” You are forcing independent teams to talk to each other, to agree on dates, and to define exactly what they mean by “finished.” This reduces the ambiguity that leads to the “Blame Game” later in the lifecycle.
Remember that a dependency log is a living document. It is not a one-time exercise during the kickoff. As the program evolves, new dependencies will emerge, and old ones will disappear. The most successful Program Managers are those who review this log weekly, treating every “Committed Date” not as a guarantee, but as a risk to be managed.
Use the registers provided in Sections 3 and 4 to drive your weekly meetings. If you can control your dependencies, you can control your program. If you ignore them, they will inevitably control you.
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A comprehensive Program Dependency Identification template to map, track, and manage inbound/outbound links between projects, ensuring program-level alignment and risk mitigation.
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