The Dependency Problem: Why Plans Break Across Functions, Teams, and Third Parties, and How Poor Dependency Management Erodes Value
Most integration and transformation plans look organized on paper. Each function has a workplan. The systems integrator has a project plan. Vendors and third-party partners have milestone dates. The IMO or PMO consolidates the information into dashboards. Leadership sees progress indicators and assumes execution is under control.
The problem is that many plans do not fail only because tasks are missed. They also fail because dependencies are not actively managed.
Your 5,000-Line Plan Is a False Sense of Control
Your 5000-line project plan is a false sense of control