Dependencies: the secret language shared by engineers and managers

10 November 2025·Billy Cheung

Source: Pexels

There I was, watching a data transformation job that felt like it would take an eternity to finish. No matter what I adjusted, the progress stayed stubbornly slow.

The problem wasn't the system's power; in fact, it was the order of executions.
Each data object relied on another that hadn't yet been created. It wasn't complicated, just a chain of dependencies that dictated how long everything would take.

Then a thought from my operations mindset kicked in. I didn't see code anymore; I saw a process flow - steps laid out neatly in sequence, each waiting for the one before.

What if some of these could run in parallel instead?

That simple thought changed everything. I began allowing certain processes to start earlier, even if they might fail at first and correct themselves once their prerequisites caught up.
The total effort was the same - the same resources applied over time - but the overall duration shortened significantly.

And as I watched it all flow more quickly, it struck me how similar this was to coordinating work in any complex system - in both the technical and organisational sense.

Sequential or Parallel - Two Worlds, Same Question

Whether it's systems or teams, the question is the same:

Should things run sequentially, or can they safely happen in parallel?

In Engineering

Sequential execution is straightforward: one process completes before the next begins. It's predictable, but slow.
Asynchronous process, on the other hand, lets operations progress in parallel - parts of the system moving independently while others catch up.

Think of it like operating a kitchen in a restaurant. Multiple dishes are prepared at once, sharing the same workspace, ingredients, and timing pressures.
It's wonderfully efficient when coordinated - and chaotic when it's not. The craft lies in knowing which tasks can overlap, and which must wait their turn.

In Operations

Operational planning follows the same principle. Sequential steps offer control and clarity, but take time. Running activities in parallel can improve efficiency, but only when dependencies are clear and well managed. Start too many activities too early, and they eventually converge in confusion.

In both worlds, it's about balance - advancing progress without losing coherence.

The Shared Principles

1. Resource utilisation and planning

In both domains, progress depends on how effectively resources are used.

An engineer aims for a system that operates steadily - neither stalling nor overloaded. A manager seeks the same rhythm among people: work advancing smoothly, with focus and balance.

It's less about perfect scheduling and more about thoughtful coordination - applying effort where it creates the greatest impact.

2. Dependencies and sequencing

Dependencies are the threads that tie work together.

In engineering, they define what must exist before something else can run; in operations, they determine which activity takes precedence. Neglecting them leads to overlap, rework, and delay.

Effective dependency management goes beyond mapping - it involves continually reassessing how each action influences the next as conditions evolve.

3. Scenario planning and risk management

No system - technical or operational - runs flawlessly.

In engineering, resilience is designed in: small faults are contained so that one issue doesn't halt the entire process.
In an organisation, risk management plays the same role - anticipating what might go wrong and preparing mitigations in advance.

In both contexts, success depends less on eliminating every problem than on adapting calmly when they occur.

4. Visibility is key

Opearting a platform or a team, visibility determines control.

Engineers add audit trails and backend logs to make the unseen visible; managers use dashboards, progress reviews, and conversations for the same purpose.

Visibility does not prevent problems, but it allows early recognition and timely response - keeping momentum intact even when challenges arise.

5. Alignment before autonomy

Parallel progress brings efficiency only when built on alignment.

Teams or components that move independently without shared direction often face reconciliation later. The same applies across both domains: elements developed in isolation rarely integrate seamlessly.

Real efficiency grows from alignment first and independence second - establishing common ground before each part accelerates in its own direction.

Seeing the Patterns

Once the parallels become visible, they appear everywhere. The logic of dependencies links disciplines, systems, and people more closely than expected.

Engineering and management both rely on clarity, anticipation, and adaptability. The engineer works to manage complexity within systems; the manager works to manage complexity across interdependent parts.

Each demands patience, structure, and a readiness to adjust when reality shifts.

When I finally got that data pipeline flowing properly, it wasn't just relief - it was recognition.
It's a satisfying moment seeing those links - when something from one world suddenly fits perfectly in another.
Engineering and management may be distinct fields, but but they share the same foundations of coordination and flow. They are just expressed through different methods.

Once that shared logic is recognised, the approach to complex work - in any field - begins to change for good.