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Project Management Warning Flag 2 – Breaking-up a Project to Avoid Approval Thresholds
Most organizations increase expenditure authority with each successively higher organizational level. Such budgetary constraints necessitate higher levels of approval for increasingly resource intensive projects; adding to the work required of lower level managers who need to ‘sell’ senior executives on their larger initiatives. Subsequently, circumvention of these often difficult to get authorizations may be sought.
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Michael Bender, author of 
Projects and the organizations supporting them share a key characteristic; they both deploy human, financial, and material resources to achieve defined goals. So like organizations, projects must have specific goals against which the project manager’s decisions and team member actions are focused. Like mission measures, results-based project goals should be defined before work begins and refined as scope and/or circumstances change. Only when this occurs can a project be effectively managed and efficiently completed.
Project complexity seems to increase exponentially with team size. Larger teams require greater division of work and additional managers and supervisors to oversee these disparate efforts. Subsequently, the number of meetings increases to coordinate and align efforts between work groups, communication with stakeholders, and gather requirements and ideas from the organization’s subject matter experts. Absent meeting coordination, team members and line organization sponsors and participants become increasingly double and triple booked; causing individual frustration and diminishing the team’s effectiveness credibility.
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