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To be eligible for the PMI-RMP Exam, candidates must have a minimum of three years of experience in project risk management and at least a high school diploma or equivalent. Additionally, candidates must complete 30 hours of risk management education before taking the exam. PMI-RMP exam consists of 170 multiple-choice questions that must be completed in four hours. Passing the exam requires a score of at least 61%.

PMI PMI-RMP Practice Test Questions, PMI PMI-RMP Exam Practice Test Questions

The PMI Risk Management Professional (PMI-RMP) certification validates the specialists’ expertise in identifying and evaluating project risks, mitigating threats, and capitalizing on the opportunities to enhance and protect the needs of any organization. The certificate also maintains a fundamental level of competence in all the areas of project management. To get certified, the applicants are required to meet certain educational and experience requirements as well as complete one qualifying exam.

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PMI Risk Management Professional Sample Questions (Q252-Q257):

NEW QUESTION # 252
An organization with a large computer network identified a potential cyber security threat. Although certain measures were implemented to avoid the risk, the cyber security threat occurs. The measures were partially successful and a new unforeseen risk emerges.
What should the risk owner do?

A. Conduct an analysis to determine the root cause of the failed response.
B. Escalate the case to the risk manager and wait for their instructions.
C. Apply a work around to eliminate or mitigate the impact of the threat.
D. Develop an efficient network protection solution quickly to mitigate the risk.

Answer: C

Explanation:
According to the PMBOK Guide, one of the tools and techniques for the implement risk responses process is root cause analysis. Root cause analysis is a technique that focuses on identifying the fundamental reason for the occurrence of a problem or a risk. By conducting a root cause analysis, the risk owner can determine why the implemented measures were only partially successful and what caused the new unforeseen risk to emerge. This can help the risk owner to identify and implement more effective risk responses, as well as to update the risk register and the risk report with the new information1 . Reference: PMBOK Guide, 6th edition, pages 452-453, 474-4751; PMI-RMP Exam Content Outline, 2015, page 8.

NEW QUESTION # 253
A risk manager faces resistance as they try to implement the project's risk strategy. Some members of the project team believe it is a waste of time and money, What should the risk manager do?

A. Raise the concerns with the project sponsor,
B. Reduce the number of risk management activities.
C. Continue to implement the risk strategy
D. Meet with team members to address their concerns.

Answer: D

Explanation:
When facing resistance from team members, the risk manager should engage in open communication to address their concerns and clarify the importance of risk management in the project.
According to the PMBOK Guide, 6th edition, Chapter 11: Project Risk Management1, the risk manager should handle this situation by meeting with team members to address their concerns. This is because:
Resistance to risk management is a common challenge that can hinder the effectiveness and efficiency of the risk management process. Resistance can stem from various factors, such as lack of awareness, understanding, commitment, trust, or support for risk management; fear of negative consequences or blame; competing priorities or interests; or cultural differences or biases.
Meeting with team members to address their concerns is a proactive and constructive way to overcome resistance and foster a positive risk culture within the project. By meeting with team members, the risk manager can:
Communicate the value and benefits of risk management for the project and the organization, such as improving decision-making, enhancing performance, increasing stakeholder satisfaction, and reducing uncertainty and variability.
Educate and train team members on the risk management principles, processes, tools, and techniques, and how they can be applied to the project context and objectives.
Involve and empower team members in the risk management activities, such as identifying, analyzing, prioritizing, responding, and monitoring risks, and solicit their feedback and suggestions for improvement.
Recognize and reward team members for their contributions and achievements in risk management, and celebrate the successful outcomes and opportunities realized by the project.
The other options are not effective in handling this situation because:
Continuing to implement the risk strategy without addressing the resistance can lead to further conflict, resentment, and distrust among the team members, and undermine the quality and credibility of the risk management process and outputs.
Reducing the number of risk management activities can compromise the project's ability to identify and respond to the risks that may affect its scope, schedule, cost, quality, or other objectives, and expose the project to unnecessary threats or missed opportunities.
Raising the concerns with the project sponsor can escalate the issue and create a negative impression of the team members, and may not resolve the underlying causes of the resistance or improve the team's engagement and commitment to risk management.
Reference:
PMBOK Guide, 6th edition, Chapter 11: Project Risk Management1
Risk Management Professional (PMI-RMP)Exam Cert Guide2

NEW QUESTION # 254
Business rhythm can fluctuate greatly between different industries and vary between companies within the same industry. What should be used 10 determine how often a project's risk register should be updated or reviewed in a given year when the project is in an industry with a very high business rhythm?

A. The risk prioritization criteria
B. The portfolio management plan
C. The risk triggers
D. The risk management plan

Answer: D

Explanation:
The risk management plan provides guidance on how often the risk register should be updated or reviewed. It takes into account the specific industry, project, and organizational context, including the business rhythm.

NEW QUESTION # 255
A project has suffered a big schedule delay and there are still some risks that are close to materializing. The project manager is concerned about communicating this risk level, because the stakeholders might suspend project funding and cancel the project.
How should the risk manager manage the risk level?

A. Communicate risk levels only to the supportive stakeholders.
B. Advise the sponsor to meet with the stakeholders to discuss the risk levels.
C. Collaborate with the project manager to communicate risk levels to stakeholders.
D. Coach the project manager on communicating risk levels to stakeholders.

Answer: C

Explanation:
The most effective and transparent approach is for the risk manager to collaborate with the project manager to communicate risk levels to stakeholders. According to PMI's PMBOK Guide and Practice Standard for Project Risk Management, communication of risk should be timely, consistent, and include all relevant stakeholders-not only those who are supportive. Risk information must not be withheld or selectively communicated as this could damage trust and the integrity of the risk process.
"Effective risk communication involves collaborating with the project manager and stakeholders to ensure risks are reported honestly and objectively... Failure to communicate risks in a timely and complete manner can lead to stakeholder dissatisfaction and jeopardize project objectives."
- PMBOK Guide, 6th Edition, Section 11.5.2.6 (Project Document Updates: Risk Report, Communications Management) Also, the Practice Standard for Project Risk Management states that risk communication should be performed collaboratively to ensure the right message, context, and tone are used.
References:
PMI PMBOK Guide, 6th Edition, Section 11.5
Practice Standard for Project Risk Management, PMI, Section 6.2

NEW QUESTION # 256
Executing the risk response plan in order to react to risk events throughout the project is called:

A. Monitoring and control.
B. Contingency planning.
C. Life cycle costing.
D. Mitigation.

Answer: A

NEW QUESTION # 257
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