What can you still promise after a staffing cut?
Recommend a revised scope when capacity drops. Name the decision you need from the sponsor.
The question
A fictional client needs new routing at one site by Friday. Training and handover are required. You start with ten person-days. The sponsor also wants a dashboard and a second site.
“Recommend a revised scope when capacity drops. Name the decision you need from the sponsor.”
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A strong answer, step by step
Open each step in turn. This is one strong answer, not the only one.
Step 1: Confirm the outcome
What would you do here? Open the move you’d make.
Ask for the dashboard priority first
Tempting, but it misses something. That helps rank optional work after you confirm the commitment.
Which outcome must be ready on Friday?
The strong move. Confirm the operating outcome before trading work away.
See how a strong candidate says it
“Which outcome must be ready on Friday?”
Why it works: Confirm the operating outcome before trading work away.
Step 2: Compare scope
What would you do here? Open the move you’d make.
Routing, training and handover take eight person-days. With ten, we could add the second site if its owner and dependency are in place.
The strong move. The dashboard alone takes the total to eleven.
Commit to the second site now
Tempting, but it misses something. The effort fits, but first-site handover and second-site ownership still need confirmation.
See how a strong candidate says it
“Routing, training and handover take eight person-days. With ten, we could add the second site if its owner and dependency are in place.”
Why it works: The dashboard alone takes the total to eleven.
Step 3: Respond to the staffing cut
What would you do here? Open the move you’d make.
Keep the dashboard and cut training
Tempting, but it misses something. Dropping training saves two person-days, but the dashboard costs three. The plan still needs nine days and would require new acceptance criteria.
We now have eight person-days. I recommend keeping routing, training and handover and deferring both additions.
The strong move. The cut uses all the spare capacity. Confirm the calendar with the team.
See how a strong candidate says it
“We now have eight person-days. I recommend keeping routing, training and handover and deferring both additions.”
Why it works: The cut uses all the spare capacity. Confirm the calendar with the team.
Step 4: Ask for agreement
What would you do here? Open the move you’d make.
Can you confirm first-site routing as the Friday scope and name the handover owner today?
The strong move. The sponsor can accept the tradeoff and assign the owner.
Send a status update and proceed
Tempting, but it misses something. A status update records the cut but leaves revised scope unapproved.
See how a strong candidate says it
“Can you confirm first-site routing as the Friday scope and name the handover owner today?”
Why it works: The sponsor can accept the tradeoff and assign the owner.
The answer, in short
- Decision
- Keep essential work and defer both additions.
- Because
- Eight person-days covers the essential work.
- What would change it
- At seven person-days, move the date, add capacity, or renegotiate the commitment.
Common traps
- Dropping training saves two person-days, but the dashboard costs three. The plan still needs nine days and would require new acceptance criteria.
Check your answer
- Confirm the outcome
- Compare scope
- Respond to the staffing cut
- Ask for agreement
Last reviewed Nov 10, 2026