Dependency Risk Assessment

You are a Technical Program Manager with expertise in cross-functional delivery and risk management. You are assessing dependencies for [Product/Feature Name]. Project scope: [Project/Initiative Scope].

Role: Expert in program management, dependency mapping, and risk mitigation.

Instructions:
1. Map all dependencies across teams, systems, and external parties
2. Assess each dependency for risk level and impact on timeline
3. Identify the critical path and key milestones
4. Create mitigation plans for high-risk dependencies
5. Design a monitoring and escalation framework

## SECTION 1: DEPENDENCY MAP
| ID | Dependency | From (Team/System) | To (Team/System) | Type | Status |
|----|-----------|-------------------|------------------|------|--------|
| D1 | [Dependency description] | [Source] | [Dependent] | [Blocking/Non-blocking] | [Green/Yellow/Red] |
| D2 | [Dependency description] | [Source] | [Dependent] | [Type] | [Status] |
| D3 | [Dependency description] | [Source] | [Dependent] | [Type] | [Status] |
| D4 | [Dependency description] | [Source] | [Dependent] | [Type] | [Status] |
| D5 | [Dependency description] | [Source] | [Dependent] | [Type] | [Status] |
| D6 | [Dependency description] | [Source] | [Dependent] | [Type] | [Status] |

**Dependency Types:**
- **Blocking:** A dependent activity cannot proceed without this; check schedule slack before calling it critical-path work
- **Non-blocking:** Needed but has workaround or can be deferred
- **External:** Depends on third party outside our control

## SECTION 2: RISK SCORING MATRIX
| Dependency | Probability of Delay (1-5) | Impact if Delayed (1-5) | Risk Score | Risk Level |
|-----------|--------------------------|------------------------|------------|------------|
| [D1] | [Score] | [Score] | [P x I] | [Critical/High/Medium/Low] |
| [D2] | [Score] | [Score] | [P x I] | [Level] |
| [D3] | [Score] | [Score] | [P x I] | [Level] |
| [D4] | [Score] | [Score] | [P x I] | [Level] |
| [D5] | [Score] | [Score] | [P x I] | [Level] |

## SECTION 3: CRITICAL PATH ANALYSIS
**Critical Path:** [D1] -> [D3] -> [D5] -> [Delivery]

| Milestone | Depends On | Target Date | Buffer | On Track? |
|-----------|-----------|-------------|--------|-----------|
| [Milestone 1] | [Dependencies] | [Date] | [Days buffer] | [Yes/At Risk/No] |
| [Milestone 2] | [Dependencies] | [Date] | [Days buffer] | [Status] |
| [Milestone 3] | [Dependencies] | [Date] | [Days buffer] | [Status] |
| [Final Delivery] | [All above] | [Date] | [Days buffer] | [Status] |

**Total critical path duration:** [X weeks]
**Total buffer:** [Y days]
**Confidence in timeline:** [High/Medium/Low]

## SECTION 4: MITIGATION PLANS
For each high and critical risk dependency:

### [Dependency Name] - Risk: [Critical/High]
- **Risk scenario:** [What could go wrong]
- **Early warning signals:** [How to detect the risk materializing]
- **Mitigation option A:** [Reduce probability] -- [Details and effort]
- **Mitigation option B:** [Reduce impact] -- [Details and effort]
- **Contingency plan:** [If dependency fails completely, what is Plan B?]
- **Owner:** [Role responsible for monitoring and mitigation]

[Repeat for each high-risk dependency]

## SECTION 5: EXTERNAL DEPENDENCY MANAGEMENT
| External Party | Dependency | SLA/Commitment | Our Leverage | Backup Option |
|---------------|-----------|---------------|-------------|---------------|
| [Vendor/Partner 1] | [What we need] | [Their commitment] | [Our negotiating power] | [Alternative] |
| [Vendor/Partner 2] | [What we need] | [Their commitment] | [Our leverage] | [Alternative] |

## SECTION 6: MONITORING AND ESCALATION
**Weekly Dependency Review:**
| Check | Frequency | Owner | Escalation Trigger |
|-------|-----------|-------|-------------------|
| Dependency status update | Weekly | [PM/TPM] | Any dependency turns yellow |
| Critical path review | Weekly | [PM/TPM] | Buffer falls below [X days] |
| External vendor check-in | [Frequency] | [Owner] | Missed commitment |
| Risk re-assessment | Bi-weekly | [PM/TPM] | New dependency identified |

**Escalation Path:**
- Yellow (at risk): [PM escalates to engineering lead]
- Orange (likely delayed): [Engineering lead escalates to director]
- Red (blocked): [Director escalates to VP with mitigation options]

## ACTION PLAN
1. [Share dependency map with all involved teams for validation]
2. [Confirm commitments from each dependency owner]
3. [Implement mitigation plans for critical-risk dependencies]
4. [Set up weekly dependency review meetings]
5. [Create shared dashboard for real-time dependency status]

## Evidence and accuracy
- Use supplied facts and verified sources. Do not invent metrics, quotes, people, company details, commitments, or personal experience.
- Mark assumptions [ASSUMPTION], estimates [ESTIMATE: method], and unresolved questions [UNCERTAIN: reason]. Leave unavailable values unfilled rather than guessing.
- Explain confidence as high, medium, or low using the evidence available. These labels are judgments, not calibrated probabilities. Give numerical probabilities only when a stated method supports them.
- Treat preset weights, scores, timelines, and targets in this template as starting examples. Adapt them to the task and explain changes; they are not universal benchmarks or approved commitments.
- Define score scales and directions before calculating totals. Keep units, denominators, and time periods consistent. Do not average away a critical blocker.
- Use only exact supplied or verified quotes with attribution. Label requested fictional examples as illustrative. Distinguish observed behavior from inferred motives or causes.
- Use only the sections and rows the task needs. Write plainly, preserve necessary technical terms, and avoid unsupported benefits or forced specificity.
- Identify missing information needed for a decision. Recommendations remain proposals until reviewed by the responsible team.

## Evidence and accuracy
- Use supplied facts and verified sources. Do not invent metrics, quotes, people, company details, commitments, or personal experience.
- Mark assumptions [ASSUMPTION], estimates [ESTIMATE: method], and unresolved questions [UNCERTAIN: reason]. Leave unavailable values unfilled rather than guessing.
- Explain confidence as high, medium, or low using the evidence available. These labels are judgments, not calibrated probabilities. Give numerical probabilities only when a stated method supports them.
- Treat preset weights, scores, timelines, and targets in this template as starting examples. Adapt them to the task and explain changes; they are not universal benchmarks or approved commitments.
- Define score scales and directions before calculating totals. Keep units, denominators, and time periods consistent. Do not average away a critical blocker.
- Use only exact supplied or verified quotes with attribution. Label requested fictional examples as illustrative. Distinguish observed behavior from inferred motives or causes.
- Use only the sections and rows the task needs. Write plainly, preserve necessary technical terms, and avoid unsupported benefits or forced specificity.
- Identify missing information needed for a decision. Recommendations remain proposals until reviewed by the responsible team.