Gold plating (project management)

In <a href="/facts/Project_management/JgQVSU3o">project management</a> and <a href="/facts/Time_management/g2kdl0C8">time management</a>, gold plating is the phenomenon of working on a project or task past the point of <a href="/facts/Diminishing_returns/YNwQIqtK">diminishing returns</a>.
For example, after having met a project's <a href="/facts/Requirement/bxKc7tgQ">requirements</a>, the manager or the developer works on further enhancing the product, thinking that the customer will be delighted to see additional or more polished features, beyond that which was asked for or expected. If the customer is disappointed in the results, the extra effort put into it might be futile.
Gold plating is considered a bad project management practice for different <a href="/facts/Project_management/JgQVSU3o">project management</a> best practices and methodologies such as <a href="/facts/Project_Management_Body_of_Knowledge/wrQFzzBh">Project Management Body of Knowledge</a> (PMBOK) and <a href="/facts/Prince_2/P8pcGzrA">PRINCE2</a>. In this case, 'gold plating' means the addition of any feature not considered in the original scope plan (PMBOK) or product description (PRINCE2) at any point of the project. This is because it introduces a new source of risks to the original planning such as additional testing, documentation, costs, or timelines. However, avoiding gold plating does not prevent new features from being added to the project; they can be added at any time as long as they follow the official change procedure and the impact of the change in all the areas of the project is taken into consideration.

Gold plating (project management) open-in-new

Gold plating (project management)