Which change type is normally absent from the change schedule when it is first raised?
ITIL 4 Foundation, objective 7. Seven ITIL practices in detail hard
Draft — not checked yet. This question was written from the published exam objectives and cites the clause it comes from, but nobody has yet read it against that clause and signed for it.
It is kept out of search results and out of mock exams until they have. Read the source below before you take the answer as settled.
The options
Not correct Normal changes
Wrong. Normal changes are scheduled by definition — the schedule is a central part of how they are planned, communicated and de-conflicted.
Correct Emergency changes
Correct. By their nature they arise without warning and are implemented as soon as possible, so they are not typically included in the schedule prepared in advance.
Not correct High-risk changes, because the change authority authorises them individually outside the schedule
Wrong. Authorisation and scheduling are separate things: a change can be individually authorised and still appear on the schedule. High-risk normal changes are in fact the ones people most need advance visibility of.
Not correct Changes that affect supplier-provided components
Wrong. Change enablement covers infrastructure, applications, documentation, processes and supplier relationships alike; supplier-related changes are scheduled like any other.
Why
The change schedule is built ahead of time, and emergency changes by definition are not known ahead of time — they exist to respond to something that has already gone wrong. They are therefore not typically part of the schedule when raised, although the organisation still records them so that later incident and problem investigations can see what was changed and when.
Where this comes from
- Cited
- ITIL 4 syllabus clause 7
- What it says
- Emergency changes are not typically included in the change schedule.
Practise this
Reading one question is not practice. The trainer will draw a set from objective 7 and space the ones you get wrong.