You major stakeholders comes over asking that you provide a project plan tomorrow. You are working on 10,000 other things. However, you promise the stakeholder you’ll provide it tomorrow.?
Next week comes along. And, unfortunately you didn’t have enough time to complete it. You are following the model that the customer is always right. So you send and overall high level plan, some subtasks, without any dates. Once you meet with the stakeholders you’ll provide more dates and add sub tasks.
The next day your boss calls you. The same high level stakeholder that asked for the project plan complained to your boss because you didn’t have dates and subtasks.
Providing a plan that is incomplete without knowing the temperament of your stakeholders is not wise. Even though the stakeholder requested the project plan. Do not provide high level plan until you have ample time to complete it. Than review it by yourself. Than review it again for any errors, like wrong dates, any misspellings, etc. After you’ve done that then send the project plan and have a meeting to go over it. Saving Changes...
I usually define a standard for the quality of my work and do not compromise for any reason. As soon as I receive an order or job, I will prioritize my tasks and inform the boss, manager, etc. In some cases, due to their comments, I change the priority, however, they are completely aware of them. Saving Changes...
Major stakeholders always want to ask for more than they can get, because they will get more that way than if they don't. They are trying to leverage you from a position of authority.
There are many different stakeholders, both internal and external. How you deal with them will vary greatly. I completely agree that committing to produce a plan on short notice without knowing their temperament is unwise. I am very familiar with urgent projects and am very careful about what promises I make when trying to help resolve an urgent problem.
A hastily formed plan will usually change quickly and often. A solid plan with great detail will take time to develop. People throw the term "agile" around a lot, but effective project management in short flow situations is often about how much do I really need to know now, vs. how much can I fill in later as the other unknowns are resolved.
In my experience, the situation you describe is often a blame passing game. Someone did not see an issue until it is too late. Their issue handling plan is now transferring the blame for resolving the risk to you as the PM. When you are not able to instantaneously solve their problem, it is not their fault for asking for a detailed a plan too late. It is your fault for failing to do the impossible overnight.
When a stakeholder has unrealistic expectations, I try to make sure that there are realistic expectations between myself and my boss. The stakeholder is going to complain either way. Saving Changes...