Small changes that bypass the organization's change control procedures are called .

Scope creep is the term used to describe the uncontrolled expansion of a product or program's scope without corresponding adjustments to time, cost, and resources. It frequently occurs when small, incremental changes are made without following the formal change control process. These individual changes may seem insignificant, but their cumulative effect can lead to significant deviations from the original program baseline and jeopardize the realization of benefits. The key characteristic described in the question—changes bypassing formal procedures—is the definition of scope creep.

B. Lag: This is a scheduling term that refers to a mandatory or discretionary delay between a predecessor and a successor activity.
C. Scope fault: This is not a recognized term in the official PMI lexicon or standard program management literature.
D. Gold plating: This refers to the practice of adding extra features or functions that were not requested by the stakeholders, often by the team to "impress" the client. While it is a cause of scope creep, it is not the definition of all uncontrolled changes.

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Newtown Square

PA: Project Management Institute. Glossary

p. 722. The glossary defines scope creep as: "The uncontrolled expansion to product or project scope without adjustments to time

cost

and resources."

2. Project Management Institute. (2017). The Standard for Program Management – Fourth Edition. Newtown Square

PA: Project Management Institute. Section 5.4.3

Program Change Management

pp. 86-88. This section emphasizes the necessity of a formal

centralized change control process to evaluate all proposed changes

thereby preventing uncontrolled changes (scope creep).

3. Shenhar

A. J.

& Dvir

D. (2007). Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation. Harvard Business School Press. Chapter 4 discusses the "Project Triangle" and the dangers of uncontrolled scope changes

which are central to managing project and program success.