When the plan stops matching reality.
WHAT TO DO FIRST
Establish the actual position.
WHAT THAT MEANS
What is genuinely complete, and what remains.
WHAT TO DO SECOND
Establish the cause.
WHAT CAUSES ARE COMMON
Underestimation Scope that grew People unavailable Dependencies late Problems nobody raised
WHY THE CAUSE MATTERS
Each requires a different response.
WHAT OPTIONS EXIST
Extend the deadline Reduce scope Add resources Accept lower quality
WHAT ADDING RESOURCES DOES
Helps less than expected, and sometimes makes things worse.
WHY
New people require time from those already working.
WHEN IT HELPS
Early, on work that divides cleanly.
WHEN IT DOES NOT
Late, on work requiring context.
WHAT REDUCING SCOPE ACHIEVES
The most reliable recovery, usually.
WHAT TO PROTECT
Whatever delivers the core objective.
WHAT TO DEFER
Everything else.
WHAT TO NEVER SILENTLY REDUCE
Quality.
WHY
It is discovered later, and it costs more.
WHAT TO COMMUNICATE
The new position, the cause, the options and your recommendation.
WHEN
As soon as you know, not at the deadline.
WHAT TO PROVIDE
A revised date you are confident in.
WHY CONFIDENT
A second missed date destroys credibility.
