Roadmap commitments, capacity planning, dependency management, and communicating a slip upward.
3 questions in Engineering Management.
Reject the choice between a fabricated date and no answer. Ask what decision the date serves, separate known work from assumed and unknown work, give a range with its confidence and assumptions attached, buy the missing information with a timeboxed spike, and offer to fix scope or date but not both.
Measure where the time is going before setting any split, publish the allocation as a policy with a rationale rather than a percentage you invented, route interrupts through one named person, and justify debt work by the delivery cost it removes instead of asking for a refactoring sprint.
Work out the shortfall in engineer-weeks so the gap is arguable, then rank the three on value at risk and on what other people committed on the strength of your date, take the trade-off to whoever owns it rather than deciding quietly, and stop the dropped item cleanly.