Instead of asking "What new features can we add?", try "How can we make it easier for users to achieve value?" This subtle shift often leads to innovative solutions that don't expand scope. You might find that simplifying an existing process creates more value than adding a new feature, or that a small change in user flow dramatically increases engagement. The key is to always consider how each potential change impacts user behavior and value perception. By viewing your product through this behavioral lens, you can often innovate and improve quality without expanding scope. It's an approach that can transform how you think about product development and user value.

Managing scope creep with a PMI approach involves: Defining and Controlling Scope: Clearly outline project boundaries and regularly review them. Implementing Change Control: Use formal processes to assess and approve changes. Prioritizing Deliverables: Focus on high-value features that align with project goals. Maintaining Communication: Keep stakeholders informed about scope changes and impacts.

Implement Controlled Experimentation by introducing new ideas through A/B testing or feature toggles. This approach allows your team to test innovative concepts in a limited, reversible manner, minimizing the risk of negatively impacting overall project quality. By rolling out new features to a small user segment or in a controlled environment, you can gather feedback, validate ideas, and refine them before full integration. This strategy ensures that innovation is pursued thoughtfully, balancing the desire for creativity with the need to maintain quality and prevent scope creep.

Foster a culture of continuous improvement, feedback and communication. Trade-offs must be openly communicated and expectations must be set early and often.

The tricky part of this question is, it does not take into consideration the definition and basic understanding and the distinction between Project and Innovation. Having said that project scope creep can be kept in check at three levels. 1. effort already spent/used 2. effort planned but not spent/used 3. new effort PM/EM who keeps the scope creep in check, in case scope creep occurs would negotiate and/or do the trade off's to align the expectations ensuring all stake holders are informed.