You need a manager’s decision, but the message begins with five paragraphs of background. By the time the request appears, the reader may still be trying to work out why the history matters.
Lead with the decision: ‘We need to choose whether to delay the release or reduce the scope.’ Then give the facts that determine the choice, the feasible options and your recommendation when you have one.
For example: ‘The final review is incomplete. We can publish the approved section tomorrow or move the full release to next week. I recommend the smaller release because it meets the immediate need.’
Make your uncertainty visible. If a date is an estimate, call it an estimate and state what it depends on. Do not remove important caveats just to sound decisive.
This structure also works when you are reporting a problem without requesting action. Say that explicitly: ‘This is an update; no decision is needed from you today.’
Before sending, ask whether the first two sentences explain the purpose. A concise message can still contain enough evidence for a responsible decision. Respecting someone’s time means making the relevant choice easy to locate, not hiding complexity that they genuinely need to understand.