Imagine briefing your stakeholders on the status of your project. You share your team’s progress, risks, and a projected completion date based on the best data available. Despite emphasizing the fact that this is a projection, not a guarantee, your stakeholders will likely walk away with the end date as a firm commitment.

This happens because your stakeholders have their own responsibilities – they need to communicate project statuses up the chain, and your projected date becomes part of their commitments. The reality is, no matter how well you explain the risks, that projected date will be remembered and passed on.

Set a Realistic Date, Then Deliver On It

To avoid disappointment and build trust, give stakeholders a date you know you can meet, even if things go wrong. Communicate a realistic deadline based on the worst-case scenario, not the optimistic one. Then, when you meet or beat that deadline, you build a track record of reliability, which is key to establishing credibility as a leader.

If you overpromise and fail to deliver, the consequences are wide-reaching:

• Other projects that depend on yours will be delayed.
• Your stakeholders will question your leadership skills.
• Your team’s reputation – and by extension, your own leadership – will be damaged.
• Your team may grow resentful, feeling their hard work and the complexity of the project are not being respected or understood.

Drive Team Engagement with Realistic Commitments

The principle of undercommitting also applies within your team. In Sprint Planning, the team has three options:

1. Overcommit, hoping to exceed their past performance.
2. Commit to their historical velocity, hoping for a smooth Sprint.
3. Undercommit slightly, leaving room for unknowns and the possibility of exceeding expectations.

Under the third approach, the team is more likely to finish early, pick up additional tasks, and feel proud of their accomplishments. The result is a positive, motivated team. Overcommitting, on the other hand, often leads to missed goals, demotivation, and the rollover of unfinished work.

Summary

“Undercommit and Overdeliver” isn’t just some conservative strategy to avoid trouble. It’s a powerful leadership tool that builds trust with stakeholders, creates a culture of reliability, and boosts team morale. By consistently meeting or exceeding expectations, you and your team will earn a reputation for delivering on your promises – every time.

What have your experiences been with setting delivery expectations? What approach do you use to ensure that you meet your commitments? I’m sure that those reading would appreciate the opportunity to learn from your successes and challenges. I know I would.