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 that 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 the technically-reachable goals, going 3 and 6 months out, with the current resources and constraints.  If there is a significant increase with regard to time then we adjust the time-frames and alert the Business Team. If there is a minor increase in time then we go to Change Management and implement.