writes "I work in a large, hierarchical technology company. I have been developing technical specs for a new strategic and challenging software project, and the project is slowly gathering steam and support. This is already a career building success for me, and everyone acknowledges my technical capabilities. But the program manager is an MBA-type, and wants to bring in new multiple team leaders and consultants. This is not really a surprise, but i feel we are sliding towards a too-many-chiefs-too-few-indians scenario, especially at this early stage. How can i pitch upper management about this issue, without appearing selfish or disruptive ? What positive approach can i try with the PM with which i have a good working relationship?"