Anyone else required to put together completely unrealistic timelines?

Upper management's direction is to put together the most aggressive deadlines we can. If we think a project will take 16 months, make the plan for 10 months then there's a chance we may launch in 13 months.

I understand that time to market is important in consumer product goods, but being constantly behind schedule and rushing everything is terrible for the team's morale.

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I think there is no problem as long as no customer is cheated with false times, the morale of the team is something that they can overcome when they succeed. At the same time, this measure of stress serves to test the loyalty of the workers.

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I think it also shows who can rise to the occasion and who you can rely on. Hence why OP stated the difference in promotion times. Production rate and efficiency should be rewarded. Using OPs example, if employee A beat Employee B by 2 months in delivery .... Well they just saved the company 16.67% an FTE salary rate per person on the project. Of COURSE they should promoted first.

I think it is a dirty strategy for the company's staff, because if in real numbers it is possible to do the work in 13 months, that is, 3 less than the real times, it is already an achievement, they should be allowed to be happy for that, improve the moral and demand even more to go down to 10 months, as long as there is more help, that is, more staff.

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Yikes. What's the turnover like at your job? Not sure I could handle that for long myself, that's way too much stress for the sake of....causing stress? What a weird management strategy.

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Obviously some details are omitted, but why are you providing unrealistic timelines? You should build a schedule with baselined task durations and phases for implementing lessons learned after prototyping, software integration, etc. and additional schedule margin for development learning, late hardware deliveries, etc.

The key is to provide resource estimates and clearly list assumptions. For example, provide a 10-month schedule that assumes an increase in manpower and expediting materials, and associated schedule risks of those enabling factors are not provided. If the needed resources are not provided then you are not responsible for missing schedule milestones.

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I hope you just mean for internal purposes. I almost agree with this strategy. If you are lying to a client... That's a different story.

It's unrealistic to expect you to put together aggressive timelines and still maintain a high level of quality. Upper management's unrealistic directives are putting unnecessary stress on your team, it seems.

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I don't think your management team are good leaders. If you guys are under so much pressure to perform quickly, I don't think your projects are going as well as they should. There's no way a rushed project will come out as it should.

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Look at it this way, when it starts to work, and they get closer to 10 months, the strategy will fulfill its task, they would be the only company that works at that rate and rest assured that not many will do the same.

Yes, I have experience with unrealistic timelines. It can be frustrating, but it's important to stay positive and work hard to meet the deadline. Upper management's direction is clear, and I'm confident that we can put together something that meets their expectations.

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