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Good question Rami,
I think the "if" is a "when".
Schedule creep is only as good as the project manager. I think the idea that the PM can control schedule creep is highly overrated. To a degree a PM can influence the schedule through some techniques. The ultimate result sometimes is out of the control of what current resources, or scope permits. Then it becomes a means of communication to stakeholders and renegotiation.
I've seen very advanced techniques try to address this. Ultimately it comes down to the PM skill and the individual circumstance.
Scope creep might lead to Schedule creep. Change Control is the solution for both Scope and Schedule control
As for change control, it can be a solution if you have a solid change control system and you tackle the issue while it is in the Scope Creep early phase but if it slips to Schedule / Budget Creep as well, then here comes the question, can you control it without collateral damage !?!
You mentioned a golden sentence: "Schedule creep is only as good as the project manager."
I've experience this once (Not as a PM) but as part of the PM Team and we ended up doing a mitigation plan. We could not control the creep 100% but we minimized it as much as possible.
This is pretty much what I said above as well. When I said schedule creep is only as good as the PM, I meant to say, even an exceptional PM with advanced skills can only do so much. The influence from outside factors is sometimes too strong and WHEN that happens, the PM switches from schedule mitigation to communication. When I said this above I meant, there comes a point where the PM has no more tools to effectively address what will be scope creep and at that point it becomes a job for negotiation and communication with stakeholders.
Could you clarify what you meant by "damage"?
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