PMI-RMP

PMI-RMP practice questions, page 6 of 18, with answer review and explanations.

Question 26

Which tool can the project risk manager utilize to help identify and assess project risks?

  1. Risk audit
  2. Risk surveys
  3. Risk manager interviews
  4. Risk sensitivity surveys

Question 27

The project manager is unable to obtain a global consensus of competing subject matter experts and stakeholders on the project scope. This has caused a one- month delay. What should the project manager do next to reduce further delay?

  1. Initiate a scope change request.
  2. Schedule a project kick-off meeting.
  3. Schedule a stakeholder meeting.
  4. Engage the project sponsor/portfolio manager.

Question 28

A risk is identified early in the project. After six months, it is determined that the risk does not apply to this particular project. How should the risk be handled by the risk manager?

  1. Ignore the risk and concentrate only on the pertinent risks.
  2. Remove the risk from the risk register and inform the project manager that it is no longer valid.
  3. Close the risk during the next risk board meeting and keep it in the risk register.
  4. Conduct a risk analysis to determine how an inappropriate risk was formally accepted.

Question 29

Who is ultimately responsible for monitoring a risk that is about to exceed its risk threshold?

  1. Any project stakeholder
  2. Project management office
  3. Senior manager
  4. Risk action owner

Question 30

The sponsor hires a program manager as a consultant to evaluate a change program currently underway. The leading program manager tells the consultant that the program, currently in the execution phase, is in good standing, and detailed plans are available for review. The consultant reviews the project documentation and talks to the stakeholders, finding the opposite to be true. The project must be in recovery mode to get it back on track, and it is still in the planning phase. There is low morale among the team members, the meetings are poorly managed, the detailed schedule has gaps, the risk register has not been updated for months, communications and detailed resource plans do not exist, and contract negotiations with a key vendor are behind schedule for critical deliverables. What is the first course of action the program manager should take based on the current state?

  1. Cancel or put the project on hold, and hire a new program manager.
  2. Assess the risk management plan and adjust it accordingly to accommodate the gaps.
  3. Continue the project and create the project documentation that is missing.
  4. Meet with the project sponsor to report current findings, review current risk management plan and develop a corrective course of action.