Simply put, I have a client who does not respect PM practices.
We have a large, high value, multi-stakeholder, multi-variable project. I estimate that if we are not 50% complete by end of February, we need to make some serious decisions (dedicate more resources, cut requirements, etc.). Otherwise what we have is very unlikely to get done. My current forecast is that this is basically impossible if we don't run 20 hour days and not slip up.
I have alerted her to this several times (at 10%, 20%, 30% marks), and she retorts "that's not how it works, this is too complex for estimates." (I'm simplifying here). I can see her point (because there are tasks within tasks within tasks, all changing regularly).
This is an ongoing issue that has taken shape in various forms (2 years, 6 months). I've tried agile (doesn't believe in velocity the way some don't believe in science), scrum, kanban (tore that one off the wall, threw it in the garbage during all-staff meeting, but it was working well until then). She simply refuses to put any time into planning, scheduling, strategy, or similar.
Ironically, she often refers to me as her most trusted asset (also uncomfortable for me, I don't think it's appropriate to do this in front of staff). Meanwhile, I've felt totally hamstrung for this entire contract. I want to walk away from this knowing I've tried my best.
How would the experienced PM handle this? I'm up for hail-marys at this point..