Ideally, when you receive an assignment as the project manager for a new effort, you have the opportunity to create a project plan based on the tasks required to complete the work and how long it will take to complete those tasks. That should result in a project plan with a realistic deadline based on the resources already on hand.

However, this ideal situation doesn’t always happen. In fact, I’ve rarely experienced this option. What happens fairly often is you’re assigned as the project manager and simultaneously informed of the project deadline.

Management may have based that deadline on factors such as the best time to upgrade an accounting software, so it doesn’t interfere with year-end close or quarterly reporting or perhaps the ideal window to bring a product to market. Whatever the reason, having a predetermined deadline requires a different approach to planning a project without one.

Here are a few tips on how to proceed when you already have a deadline:

No. 1: Proceed as if you didn’t have a deadline

This may sound like strange advice, but you want to find out what the project timeline would look like if the deadline wasn’t already set. This information will help you make the case if needed, for additional resources and budget to meet the deadline.

For example: If you develop the plan and realize the project would normally take 12 months yet the deadline is in five months, that’s not an insignificant amount of time to make up.

Interview team members to identify the tasks they’ll need to complete, along with the amount of time it should take to finish each task. Ask what tasks the team can perform concurrently and if that would require more people to do the work.

No. 2: See what finish date you end up within the project plan

If your date is later than the deadline, determine what tasks the team could do concurrently given more resources.

Calculate what that will do to the budget and figure out how to get those additional resources (contract labor, pulling current employees off other projects). Keep looking for ways to speed up the work until you get to the predetermined deadline.

No. 3: Discuss the project timeline with key team members

Tell them about the deadline and ask if they see any other ways to compress the schedule. Ask about the pros and cons of those options.

Does this add risk to the project? How many more resources do they think would be needed to make that happen? Do they know what that will cost?

No. 4: Create a proposed timeline and budget

Based on the information you’ve received from team members, update the project plan to reflect the compressed schedule. Update the project budget to include adding more resources, putting a rush on certain orders, and other expenses related to expediting the project.

Update the risk register to account for additional risks caused by shortening the project schedule. Include that information in your proposal for the project sponsor.

No. 5: Review the proposal with the project sponsor

Provide an executive summary to the project sponsor. This should include a high-level timeline, additional costs, and the risks associated with the tighter deadline.

Be prepared to discuss the pros and cons of the proposal and consider having a key team member attend the meeting with you.

The purpose of this meeting is to make sure the project sponsor understands what it will take to meet the deadline, including the risks and costs. You will likely need to get approval for the increased budget as well.

This meeting may result in you receiving approval to proceed, or you may end up with more changes. As you fine-tune the plan, it may make sense for the team to go ahead and start their work.

Leading a project with a tight timeline will require you to monitor all tasks closely, stay ahead of potential issues, and maintain close communication with the team. While this situation isn’t ideal, it’s not uncommon.

Be ready to face this type of project, so when it happens, you can get started quickly and lead your team to a successful project completion.