Projects don't run in silos or in a vacuum. They run in organized, chaotic environments where everyone is working toward the end result. There's nothing wrong with that--it's how organizations achieve multiple results in a short period of time.
The key, of course, is to manage all these changes and interdependent projects.
But what if you are part of a project that's not a part of any program or portfolio with an assigned program or portfolio manager or director? How do you manage those interdependencies that are not part of your scope?
In my view, it's a matter of paying attention and linking yourself to three key areas:
â€¢ Organization: Culture, processes, standards, rules, events, special blackout periods, etc.
â€¢ Operations: Operational teams responsible for change management, incident management, delivery and quality management/control
â€¢ Project Delivery: Such as a project management office or a business committee or unit that's responsible for project delivery
No matter what dependencies may exist, they will be manifested through these three main channels.