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SDI Exam SD0-302 Topic 1 Question 69 Discussion

Actual exam question for SDI's SD0-302 exam
Question #: 69
Topic #: 1
[All SD0-302 Questions]

Which of these options is a management metric for IT Change Management?

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Suggested Answer: C

Contribute your Thoughts:

Nenita
1 months ago
B) The number of unauthorized changes rejected - that's the obvious choice here. Gotta keep those rogue IT guys in check, am I right?
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Jamie
1 months ago
A) The number of partial changes? Really? That sounds like a weird metric to me. How would that even be useful for managing changes?
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Melvin
1 months ago
Hmm, D) The number of rescheduled change requests is an interesting one. It could show how well the change management process is working and if changes are being planned properly.
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Peggie
1 months ago
I'm not sure, but I think C) The number of unscheduled change requests could also be a good metric. Unplanned changes can disrupt operations, so monitoring them is important.
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Dorothy
14 days ago
A) The number of partial changes is also important to track to ensure all changes are completed.
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Sharika
2 months ago
B) The number of unauthorised changes rejected seems like the most relevant management metric for IT Change Management. Keeping track of unauthorized changes is crucial for maintaining control and compliance.
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Lisbeth
8 days ago
C) The number of unscheduled change requests can also provide valuable insights into the efficiency of the change management process.
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Eun
14 days ago
B) I agree, the number of unauthorised changes rejected is a key metric to monitor for IT Change Management.
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Virgina
2 months ago
A) The number of partial changes is also important to track to ensure all changes are completed fully.
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Heike
2 months ago
That makes sense too, we need to track those unscheduled changes to ensure smooth operations.
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Wenona
2 months ago
I disagree, I believe it is C) The number of unscheduled change requests because those can disrupt the workflow.
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Heike
3 months ago
I think the answer is B) The number of unauthorised changes rejected.
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