Whilst this may seem like a logical approach, it feels like it contradicts one of the values that'll help us most when looking to increase business agility:
Customer collaboration over contract negotiation
Managing dependencies is a key part of any delivery however by raising and escalating dependencies you are not helping the wider delivery to break down silos and improve the collaboration across the delivery. What you may find is that a "them and us" culture starts to develop. Maybe working together to understand the work better and how you can work together better with that knowledge is a less confrontational way to approach this one?
This was the approach Jak took at a large financial institution. Jak Initially entered the team and looked to break down barriers. Bring the two dependent teams together. This however proved difficult due to organisational politics. Focusing on other aspects Jak decided to raise formal dependencies on the external team and discuss dates of the dependencies during collaboration sessions over the actual ways of working.
This created a bigger divide between the two teams and although work was being delivered, dependencies were being met this created a non-efficient and uncollaborative way to work between the two teams. Which resulted in rework and general animosity between two teams that should have been partners, instead became a supplier and consumer type relationship.
Lets see what other choices we could have made