The dependencies between workstreams need active ownership
A programme needs a shared delivery commitment, not only a collection of individual plans.
Define the hand-off
A useful dependency describes what one team must provide, who will receive it, when it is needed and how the receiving team will accept it. “Awaiting infrastructure” is too broad to manage. Access, environments, data, configuration and approvals may each have different owners and acceptance conditions.
Test both sides of the date
Check the provider’s forecast against the receiving team’s actual need. A component may arrive on its supplier milestone but too late for integration testing, training or a release window. The integrated plan needs the complete sequence and realistic allowance for validation and remediation.
Bring conflicts to a decision
Where commitments do not align, assess the options: change sequencing, phase scope, secure capacity or move the milestone. Give the authorised owner the consequences of each option. Listing the conflict in a risk register does not replace the decision needed to resolve it.
Include the operational dependencies
Commercial agreements, licences, identity, support, business communications and local readiness can constrain a transition just as much as software build. This is especially important in acquisitions and separations, where temporary arrangements must be understood alongside the intended future service.
Keep the receiving owner involved
A dependency closes when the agreed output is usable by the receiving team. Confirm acceptance, update the integrated plan and record any remaining limitations. The discipline connects technical progress to an operational result the business can rely on.
Put the right support around your programme.
Tell us about the decision, delivery challenge or change your organisation needs to make.