When Would Scope Creep Or Gold Plating Be Acceptable For A P

When Would Scope Creep Or Gold Plating Be Acceptable For A Project

When would scope creep or gold plating be acceptable for a project? (1 Page) PLEASE EXPLAIN WHY YOU AGREE WITH MY CLASSMATE RESPONSE TO THE ABOVE QUESTIONS? (A MININUM OF 150 WORDS) Both scope creep and gold plating should be avoided as they often cause project to be delayed and/or over budget. A project scope is essentially the boundaries or parameters of the project. These are determined during the planning phase. Scope creep occurs when the project grows beyond the original plans, which creates scheduling issues as well as budgetary issues, both can be disastrous and negatively affect the project’s success. Gold plating on the other hand is adding things to the project that are not included in the project scope without prior approval from the customer.

Both of scope creep and gold plating are generally considered bad and should be avoided by project teams and their leadership. In my opinion, there are only a few times when I would consider either phenomenon as acceptable. First involves safety related issues. If during a project, a safety issue was either not planned for or was identified during the project, one could argue that these could be necessary reasons to increase the scope of the project. The second reason that either scope creep or gold plating would be acceptable is when the customer or client if fully aware of the issues and is willing to adjust the budget and/or schedule to accommodate the increased scope.

It is up to the project team to identify any issues that could create scope creep or gold plating, however; it is the responsibility of the project manager to communicate the issues to the powers that be to ensure vital information is shared with the key stakeholders to they can ultimately make the final decision on how to proceed. A critical component of any project planning is to develop a plan that defines the projects scope by identifying the projects objectives, work breakdown structure and finally by monitoring and controlling the project’s progress. A mandatory role that the project manager plays is the role of scope manager because “Without scope management there is no project” (Turner, 2016, p.149).

Paper For Above instruction

Scope management is an essential aspect of successful project execution, emphasizing strict adherence to defined objectives and parameters. However, there are rare circumstances where scope creep or gold plating may be justified, primarily when safety concerns and explicit client agreements are involved. Understanding these exceptions requires a nuanced appreciation of project management principles and risks.

Scope creep generally undermines project objectives because it leads to uncontrolled changes that can destabilize timelines and budgets. Nonetheless, in situations where unforeseen safety issues emerge during project execution, allowing scope expansion becomes critical. For instance, if a safety hazard arises unexpectedly and the project team identifies measures that could mitigate the risk, expanding scope to incorporate these safety enhancements becomes an ethical obligation. Such adjustments can prevent accidents, protect personnel, and uphold regulatory compliance. In these cases, scope creep is acceptable because safety considerations override rigid scope boundaries, especially when safety concerns were unforeseen or unanticipated during planning phases (PMI, 2017).

Similarly, gold plating, which involves adding features or work beyond contractual scope, is usually discouraged as it can escalate costs and duration unnecessarily. Nonetheless, when clients are fully informed and agree to adjusted budgets and schedules, gold plating can enhance project value and stakeholder satisfaction. For example, if a client requests additional features that align with their strategic goals, and the project team communicates thoroughly about associated costs and implications, such additions are not only acceptable but may be beneficial. Transparency and mutual agreement are essential for instances where scope changes are intentional, justified, and approved by all stakeholders (Kerzner, 2018).

Effective scope management relies on clear communication, diligent monitoring, and proactive change control processes. Project managers must identify potential scope extension triggers early and share relevant information with stakeholders to facilitate informed decision-making. As Turner (2016) emphasizes, “Without scope management, there is no project,” highlighting the vital role of controlling scope. Nonetheless, flexibility in scope, when properly managed and explicitly agreed upon, can contribute positively to project outcomes, safety, and stakeholder satisfaction.

In conclusion, while scope creep and gold plating are generally undesirable, they can be acceptable under specific circumstances. These include addressing unforeseen safety issues and making approved adjustments to meet client needs. Maintaining open communication, strict monitoring, and ethical considerations ensures that scope changes support project success without compromising integrity or stakeholder trust.

References

• Kerzner, H. (2018). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). PMI.
• Turner, R. (2016). The handbook of project-based management (4th ed.). McGraw-Hill Education.
• Meredith, J. R., & Mantel, S. J. (2017). Project management: A managerial approach. Wiley.
• Schwalbe, K. (2018). Information technology project management. Cengage Learning.
• PMI. (2017). Practice Standard for Work Breakdown Structures. PMI.
• Edwards, P., & Bowen, P. (2017). Managing complex projects. Routledge.
• Gharajedaghi, J. (2011). Systems thinking: Managing chaos and complexity. Morgan Kaufmann.
• Gray, C. F., & Larson, E. W. (2017). Project management: The managerial process. McGraw-Hill Education.
• Cleland, D. I., & Ireland, L. R. (2007). Project management: Strategic design and implementation. McGraw-Hill.