In any type of project or program, there are often situations where decisions need to be escalated above the project team level, typical scenarios category email list include changes to the project scope, unforeseen technical issues, budget overruns, and schedule delays or changes. Whether it is the company's decision-making process, planning process, or R&D process, it is cross-departmental. Generally, these category email list cross-departmental processes are operated in three ways (functional, weak matrix, strong matrix). These issues can be especially costly in strongly matrixed organizations, where people reporting to various functions (engineering, marketing, finance, manufacturing, etc.) are essentially "borrowed" to project managers to complete deliverables.
These people may work on multiple project teams at the same time and contribute to their functional teams. When process hits a snag in such a system, something close to chaos can happen. Assuming some technical issues occur, this will make the category email list process 10% more expensive and require more resources or time. The finance team member may go back and report to category email list his leader that the engineer wants to go over budget; The engineer may report to the supervisor that the project scope has changed and now they cannot meet the technical requirements; The product manager may feedback to his leadership that the level of engineers is not good enough to meet customer requirements, etc..
Meanwhile, the project manager is requesting more time and funding from his leadership. These supervisors may then meet one-on-one or category email list in different groups to discuss the situation, argue who is to blame, etc: Meanwhile, the project has stalled until category email list a resolution is finally reached through some kind of consensus, but the schedule is behind, the budget is overrun, and the team may also be in a state of resentment. There is a clear way to avoid these situations, but it requires advance planning and support from top management. You need to define a very clear escalation path for any issues that cannot be handled within the team, and have the entire organization agree on.