Updated September 2026: in June 2020, after more than a week on an opportunity, I asked onsite on a check-point call about the plan ahead and learned the client had not answered their questions, so the whole solution rested on assumptions. My manager gave no support in limiting more work. I have rewritten it into advice on handling a solution built on assumptions.
I had worked with the onsite team and my manager for over a week and wanted to close. My manager would not tell onsite that my work was finished. On a daily check-point call, I asked about the next steps. The onsite team said the client had not responded to their clarifications, so the whole solution was based on assumptions. I was frustrated, and my manager did nothing to stop more work being requested.
Is a solution built on assumptions a problem?
Not necessarily. Many proposals are submitted with stated assumptions when clients are slow to answer. The problem is when the assumptions are hidden or keep changing, so the work never stabilises.
How do you make assumptions work for you?
- List every assumption clearly in the document.
- Agree them with the onsite team so they are the team's, not yours.
- Price and plan against them, noting what would change if they are wrong.
How do you stop endless extra requests?
Propose a closure point: "The solution is complete against the agreed assumptions. Further changes can wait for the client's answers." Put it in writing to the onsite team and your manager.
What if your manager will not help?
Communicate the closure point yourself, with your manager copied, focused on facts. You are not overriding them; you are giving everyone a clear status.
Why ask about the plan ahead?
Because it surfaced the real situation: nothing more could be firmed up until the client responded. Asking that question on the call was the right move.
What happens when the client finally responds?
Compare answers with assumptions and update only what changed.
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