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In which case it would be wise to be extremely conservative in your estimation, taking initial engineering estimates and padding them further, not whittling them down. Because a baby takes nine months and can't be safely rushed out in six no matter the acts of congress, presidential edicts, and demands from the grand poobah.

If you fix the dates, something else has to give. If time, cost, and scope are all fixed you're going to fail, almost guaranteed. There are always unknowns and in this scenario the only thing you've allowed to flex is quality.

I'm not saying you can't come in on time and under budget. This article spells out the dysfunctional dynamic of date pressure. By creating this much pressure from the beginning, you create an environment when corners are cut from the beginning and the problem compounds over time. The pressure-cooker mindset of management kills the quality of the project, even if the estimates did turn out to be reasonable.

>>jdbern+(OP)
> I'm not saying you can't come in on time and under budget.

Isn’t this what we tell our managers to make them feel better about our estimates? I’ve never ever seen or heard of a software project being delivered on time and under budget.