External Dependencies
External dependencies involve a relationship between project activities and non-project activities that are outside the project team's control.
Explanation
External dependencies exist when project activities depend on factors outside the project team's authority or control. These dependencies typically involve third parties, regulatory bodies, vendors, or other projects within the organization. Because they are outside the team's direct control, external dependencies introduce additional uncertainty and risk into the schedule.
Examples of external dependencies include waiting for a government agency to issue a permit before construction can begin, depending on a vendor to deliver equipment before installation activities can start, or needing another project team to complete an interface before integration testing can proceed. These dependencies cannot be managed solely through internal project decisions.
External dependencies require proactive monitoring and communication with the external parties involved. The project manager should track the status of external dependencies closely and may need to build buffer time into the schedule to account for potential delays. External dependencies can be either mandatory (legally required permits) or discretionary (choosing to wait for a vendor recommendation rather than proceeding independently).
Key Points
- •Involve relationships with activities outside the project team's control
- •Include vendor deliveries, permits, regulatory approvals, and other project outputs
- •Introduce additional risk and uncertainty into the schedule
- •Require proactive monitoring and communication with external parties
Exam Tip
External dependencies are outside your control, so they carry higher schedule risk. Build buffers and monitor them closely.
Frequently Asked Questions
Related Topics
Internal Dependencies
Internal dependencies involve a relationship between project activities that are within the project team's control.
Mandatory Dependencies
Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work, often involving physical limitations.
Discretionary Dependencies
Discretionary dependencies are established by the project team based on knowledge of best practices, preferred sequencing, or past experience, even though other sequences are possible.
Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities.
Most-studied PMP concepts
High-yield topics our learners drill most before exam day.
Resource Leveling
Resource leveling is a resource optimization technique in which adjustments are made to the project schedule to keep resource usage at or below a defined limit, often resulting in a longer project duration.
Resource Smoothing
Resource smoothing is a resource optimization technique that adjusts activities within their available float so that resource requirements do not exceed predefined limits, without changing the project end date.
Burndown Chart
A Burndown Chart is a graphical representation of work remaining versus time in a Sprint or release, showing whether the team is on track to complete the planned work.
Risk Register
The risk register is a project document that records the details of individual project risks, including their identification, analysis results, response plans, and current status.
Stakeholder Mapping
Stakeholder mapping is the visual representation of stakeholder relationships, influence, interest, or other attributes using grids, matrices, or diagrams to support analysis and engagement planning.
Relative Estimation
Relative Estimation is an agile technique where work items are sized in comparison to each other rather than in absolute units like hours or days, providing faster and more accurate estimates.
Cost Performance Index (CPI)
Cost Performance Index (CPI) is an EVM efficiency metric that measures cost performance as the ratio of earned value to actual cost: CPI = EV / AC.
Schedule Performance Index (SPI)
Schedule Performance Index (SPI) is an EVM efficiency metric that measures schedule performance as the ratio of earned value to planned value: SPI = EV / PV.
Earned Value Management (EVM)
Earned Value Management (EVM) is a methodology that integrates scope, schedule, and cost data to assess project performance and progress objectively.
Part of
Schedule Management
Test your knowledge
Practice scenario-based questions on this topic with detailed explanations.