Understandably, nearly all Agile approaches are designed with the implicit assumption that dependency management is hard, and, in fact, too expensive to manage, plan for, or predict. As a consequence, Agile processes which grudgingly acknowledge dependencies work very hard to remove them, minimize them, or pretend that they do not exist.
Often, backlogs are dependency trees compressed and stacked in a linear order. Or teams are resourced to make developers as fungible as possible. In the case of sprints, work ...
