DISCUSSION TOPIC First, consider the following case study scenario: You are the

First, consider the following case study scenario:
You are the newly appointed PM for a major new project in your company.  You just stepped in and haven’t yet had a chance to analyze the project.  This project has significant executive support and an engaged executive sponsor.  The project’s executive sponsor catches you in the hallway on your day first or so on the job and asks you whether you will be able to complete the project in less than 6 months.
Then answer the following questions:
a)    Based on what has been presented in this Module, can you give the executive sponsor an answer at this time?
b)    Why or why not?
c)    So what do you say to the sponsor?  How can we respond?
d)    More specifically:  Describe to the executive sponsor what you must do from a project Time and Scheduling* perspective before you can give an answer.
Important Note: While it is true that we have covered project charters, WBSs, etc, this question is not looking for a “schoolhouse answer” like, “Well, first we need to develop a project charter and a WBS, then Bob’s your uncle!”  Don’t get roped into an overly simplistic answer like that.  Think it through:  What do we need to do from a time and scheduling perspective before we can give a reasonable estimate of project duration.
Yes. My answer would impart the importance of having realistic expectations. The most important point of managing client expectations comes at the very start (May, 2021). I would proceed by conveying some perspective on the scope dynamics in a positive and transparent manner to reassure the sponsor that meeting their expectations is our company’s highest priority. By inviting the sponsor into my realm of contributions, it’s my opinion, I have inadvertently helped them to appreciate/manage what it takes to arrive at the expected answer. 
B) There are a lot of contributing factors which does not allow an answer to be given to the sponsor at this time. One of the most important being examining the details concerning the project. Moreover, coming to a mutual agreement that 6 months is an appropriate expectation for project completion. 
Side Note: One of the most obvious factors (why it can’t be done in 6 months) is the scope creep the sponsor is already introducing by asking about expectations outside of meetings that has already happened or have yet to be scheduled. I am sure there is a meeting to discuss a dynamic like this. I am also sure as important as this project is to my company and as competent I am as a PM, why else would I have been appointed, I would have had a satisfying answer which aligned with their expectations. (exhales deeply, because this really happens daily)
Therefore, until the proper information is gathered and vetted a more definitive answer cannot be provided to the sponsor. 
C) I would say: 
I am glad you asked me about project, I was just on my way to your office to discuss the matter. Are you currently available to discuss it at this time? 
Yes. As soon as your schedule permits, I would like to plan a sit-down with you, my team and a few other entities, who are essential to the success of the project. It is there we can comb through the details of the project as well as answer any questions in which you have yet to formulate beyond the obvious. 
No. I hope you would appreciate the answer to this question requires a closer examination. Beyond today what is the earliest your schedules allows me to have this information to you? 
Side Note: Both answers point to scheduling a meeting; whereas questions like this should be formally discussed anyway (because the sponsor could be doing something more important like not wasting my time and theirs… this really happens)
D) There will have to be further analysis of the captured requirements, both functional and non-functional, to ensure there are no new/unknown expectations. Resources will have to be assessed and added to the project plan. Design Specifications and Tests Plans must be examined; whereas Software and Networking can fine-tune deliverables. Team leads will confer upon and confirm all deliverables have be accomplished. It is then I as the PM can give a clear and concise answer to the Sponsor. 
*All side notes were written in the spirit of levity. I could not help myself. Please do not take sides notes in any manner other than its intended humorous undertone. 
May, T. (05 Oct 2021). 15 Must Read Tips on Managing Client Expectations. Retrieved from 15 must-read tips on managing client expectations | Creative Boom 
Watts, A. (2014). Project Management. Victoria, B.C.: BCcampus. Retrieved from https://opentextbc.ca/projectmanage
No project is without its complications, and while a preliminary timeline is put forth, it is merely a reference point. It is of course in everyone’s best interest to adhere to the established timeline requirement, but it would be impossible to guarantee it. It is also important to maintain the appropriate balance between time, quality, and resources to not allow the shift in focus on time to negatively impact the deliverable quality or the necessary resources. 
Although time is one of the key components to a project’s success, it is often the scarcest resource. To maintain a project’s trajectory, it is necessary to be proactive, establish fluid communication with both the stakeholders and the team, and prepare realistic goals and clearly defined scope (mavelink, n.d.). 
To answer the question of whether the project will be completed within the given timeframe, the answer is that it will be best positioned to do so. 
Mavelink.com. (n.d.). Project Manager’s Top 10 Tips for Keeping Projects on Time and on Budget. Mavelink. https://www.mavenlink.com/blog/article/project-managers-top-10-tips-for-keeping-projects-on-time-and-on-budget.