This is Push Response.
There is a disconnect between the reality and the promised. The Business sector is coming in with their expectations to push a project forward but not allowing Project/Product Management to actually finish a sprint and the leadership of the Technical Team doesn't feel comfortable reigning in their expectations.
I have found going for a 3 week sprint instead of a 2 week sprint but aiming for the 2 weeks is more beneficial. If we are ahead a few days we gain a pad going forward and know that having a completed sprint saves us time going forward. If we push the wall to 3 weeks but get a fully completed sprint and ability to circumvent issues by being proactive in completing the sprint we have less issues on roll-out.
As Director of Automation, I use a gentle Push Back - explain technically the reachable goals going 3 and 6 months out with the current resources and constraints. If there is significant gains with regards to time we adjust the time frames and alert the Business Team. If their are minor gains in time we go to Change Management and implement.