PMI PMI-RMP Practice Exams
Last updated on Oct 22,2026- Exam Code: PMI-RMP
- Exam Name: PMI Risk Management Professional
- Certification Provider: PMI
- Latest update: Oct 22,2026
Question #111
The project team has correctly identified, assessed, and planned responses for a project’s risks. The risk manager is required to prepare a quarterly report on the performance of managing the risks .
What are two options the risk manager should consult for the analysis? (Choose two.)
- A . Proximity dales for open risks
- B . Backlog of change orders to be submitted to client
- C . Risks that have materialized and the overall risk profile
- D . Number of schedule baseline changes approved
- E . Risks due to the number of claims submitted to the client
Correct Answer: A, C
A, C
Explanation:
The risk manager should consult the risks that have materialized and the overall risk profile to analyze the performance of managing the risks, as well as the risks due to the number of claims submitted to the client. These options provide insights into how well risks are being managed and the potential impact on the project.
The risk manager should consult the risks that have materialized and the overall risk profile, as these are indicators of how well the risk management process is working and how the project is affected by the risks. The risk manager should also consult the risks due to the number of claims submitted to the client, as these are potential sources of conflict, litigation, and reputation damage that may impact the project objectives and stakeholder satisfaction.
Reference: The Standard for Risk Management in Portfolios, Programs, and Projects, page 83; PMBOK Guide, 6th edition, page 414.
A, C
Explanation:
The risk manager should consult the risks that have materialized and the overall risk profile to analyze the performance of managing the risks, as well as the risks due to the number of claims submitted to the client. These options provide insights into how well risks are being managed and the potential impact on the project.
The risk manager should consult the risks that have materialized and the overall risk profile, as these are indicators of how well the risk management process is working and how the project is affected by the risks. The risk manager should also consult the risks due to the number of claims submitted to the client, as these are potential sources of conflict, litigation, and reputation damage that may impact the project objectives and stakeholder satisfaction.
Reference: The Standard for Risk Management in Portfolios, Programs, and Projects, page 83; PMBOK Guide, 6th edition, page 414.
Question #112
A risk manager is managing risks of a mission critical application. A subject matter expert (SME) asks the risk manager to treat every single risk identified as an extremely high priority .
What should the risk manager do?
- A . Ask the project sponsor if every risk in the risk register can have the same priority.
- B . Mark every identified risk as an extremely high priority and any future risks as a lower priority.
- C . Agree with the SME, treat every risk with equal priority, and inform all stakeholders.
- D . Perform a sensitivity analysis and determine the correct priority of every identified risk.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, 6th edition, Section 1 1. 6.2.1, Sensitivity Analysis, a sensitivity analysis is a technique that helps to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes. A sensitivity analysis can be used to prioritize risks based on their relative effect on the project objectives, such as cost, schedule, quality, or scope. A sensitivity analysis can also help to identify areas where risk response efforts may be most effective. Therefore, the risk manager should perform a sensitivity analysis and determine the correct priority of every identified risk, rather than agreeing with the SME or the project sponsor, or marking every risk with the same or different priority without proper analysis.
Reference: PMBOK Guide, 6th edition, Section 1 1. 6.2.1, Sensitivity Analysis1
The risk manager should perform a sensitivity analysis to assess the impact of each risk on the project objectives. This will help in determining the correct priority of every identified risk, ensuring that resources are allocated effectively and that the most critical risks are addressed first.
D
Explanation:
According to the PMBOK Guide, 6th edition, Section 1 1. 6.2.1, Sensitivity Analysis, a sensitivity analysis is a technique that helps to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes. A sensitivity analysis can be used to prioritize risks based on their relative effect on the project objectives, such as cost, schedule, quality, or scope. A sensitivity analysis can also help to identify areas where risk response efforts may be most effective. Therefore, the risk manager should perform a sensitivity analysis and determine the correct priority of every identified risk, rather than agreeing with the SME or the project sponsor, or marking every risk with the same or different priority without proper analysis.
Reference: PMBOK Guide, 6th edition, Section 1 1. 6.2.1, Sensitivity Analysis1
The risk manager should perform a sensitivity analysis to assess the impact of each risk on the project objectives. This will help in determining the correct priority of every identified risk, ensuring that resources are allocated effectively and that the most critical risks are addressed first.
Question #113
A project manager is educating the project team on risk management regarding the role of threats and opportunities. The team decides to log the opportunities in the current project’s risk register to try to maximize their chances of occurrence.
What should the project team do next?
- A . Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis.
- B . Log the threats in the risk register to try to minimize the probability of occurrence.
- C . Log the threats in the risk register to try to maximize the probability of occurrence.
- D . Update the project management plan to ensure the results of the opportunities are captured.
Correct Answer: D
D
Explanation:
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, the project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all the subsidiary plans and baselines from the project management processes 1. The project management plan should be updated whenever there are changes in the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement2. In this case, the project team has decided to log the opportunities in the current project’s risk register, which is a component of the project management plan. Opportunities are positive risks that may have a beneficial effect on the project objectives, such as cost savings, schedule acceleration, or quality improvement3. Therefore, the project team should update the project management plan to ensure the results of the opportunities are captured and reflected in the relevant subsidiary plans and baselines. For example, if an opportunity leads to a cost saving, the project team should update the cost management plan and the cost baseline accordingly.
Reference: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 89 2: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 123 3: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 397
D
Explanation:
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, the project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all the subsidiary plans and baselines from the project management processes 1. The project management plan should be updated whenever there are changes in the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement2. In this case, the project team has decided to log the opportunities in the current project’s risk register, which is a component of the project management plan. Opportunities are positive risks that may have a beneficial effect on the project objectives, such as cost savings, schedule acceleration, or quality improvement3. Therefore, the project team should update the project management plan to ensure the results of the opportunities are captured and reflected in the relevant subsidiary plans and baselines. For example, if an opportunity leads to a cost saving, the project team should update the cost management plan and the cost baseline accordingly.
Reference: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 89 2: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 123 3: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 397
Question #114
A risk manager notices that a risk owner is facing challenges implementing their response strategy and the costs are significantly exceeding expectations .
What is the first thing the risk manager should do?
- A . Highlight this situation to the project manager
- B . Conduct a cost-benefit analysis
- C . Change the risk response strategy
- D . Analyze the situation and meet with the risk owner
Correct Answer: D
D
Explanation:
The first thing the risk manager should do is analyze the situation and meet with the risk owner. This will allow the risk manager to understand the challenges faced by the risk owner and work with them to find a solution. Conducting a cost-benefit analysis or changing the risk response strategy may be necessary, but it is important to first understand the situation before taking any action.
According to the PMI-RMP Exam Content Outline, one of the tasks in the domain of Risk Response Planning is to “assist the risk owners in developing and implementing risk response strategies and actions based on the agreed-upon risk response plan”. Therefore, the first thing the risk manager should do is to analyze the situation and meet with the risk owner to understand the root cause of the challenges and the cost overrun, and to discuss possible solutions or alternatives. Highlighting this situation to the project manager, conducting a cost-benefit analysis, or changing the risk response strategy are possible actions that can be taken after the analysis and meeting, but not before.
Reference: PMI-RMP Exam Content Outline, Domain 3: Risk Response Planning, Task 31
D
Explanation:
The first thing the risk manager should do is analyze the situation and meet with the risk owner. This will allow the risk manager to understand the challenges faced by the risk owner and work with them to find a solution. Conducting a cost-benefit analysis or changing the risk response strategy may be necessary, but it is important to first understand the situation before taking any action.
According to the PMI-RMP Exam Content Outline, one of the tasks in the domain of Risk Response Planning is to “assist the risk owners in developing and implementing risk response strategies and actions based on the agreed-upon risk response plan”. Therefore, the first thing the risk manager should do is to analyze the situation and meet with the risk owner to understand the root cause of the challenges and the cost overrun, and to discuss possible solutions or alternatives. Highlighting this situation to the project manager, conducting a cost-benefit analysis, or changing the risk response strategy are possible actions that can be taken after the analysis and meeting, but not before.
Reference: PMI-RMP Exam Content Outline, Domain 3: Risk Response Planning, Task 31
Question #115
During a risk identification session, the risk manager notices that subject matter experts (SMEs) are reluctant to participate because some risks could expose the poor maturity of processes in other business units .
Which risk analysis technique should the risk manager use?
- A . Strengths, weakness, opportunities, and threats (SWOT) analysis
- B . Delphi technique
- C . Decision tree analysis
- D . Probability impact matrix
Correct Answer: B
B
Explanation:
According to the PMI-RMP Exam Content Outline1, one of the tools and techniques for risk identification is the Delphi technique. This is a method of obtaining expert opinions anonymously and iteratively until a consensus is reached. The Delphi technique can help overcome the problem of SMEs being reluctant to participate in risk identification because it allows them to express their views without fear of criticism or confrontation from other participants. The Delphi technique can also reduce the influence of dominant or biased individuals and encourage honest and independent feedback. Therefore, the best answer is B.
Reference: 1: PMI-RMP Exam Content Outline, page 8.
B
Explanation:
According to the PMI-RMP Exam Content Outline1, one of the tools and techniques for risk identification is the Delphi technique. This is a method of obtaining expert opinions anonymously and iteratively until a consensus is reached. The Delphi technique can help overcome the problem of SMEs being reluctant to participate in risk identification because it allows them to express their views without fear of criticism or confrontation from other participants. The Delphi technique can also reduce the influence of dominant or biased individuals and encourage honest and independent feedback. Therefore, the best answer is B.
Reference: 1: PMI-RMP Exam Content Outline, page 8.
12 1. During a risk identification process in a construction project, the lack of space to install air conditioners is raised as a risk with high impact .
Which is an example of an early risk trigger?
Question #116
A supplier Is delayed in delivering fuel for a project. The project manager anticipated this risk and is requesting fuel from another supplier. When speaking with the other supplier, a new risk appears because fulfilling the order will cause delays with several other projects.
After performing a detailed analysis, what should the risk manager do?
- A . Escalate the problem to the project sponsors.
- B . Execute the approved risk response plan.
- C . Negotiate with the supplier to resolve the problem.
- D . Assign a team member to update the issue leg.
Correct Answer: B
B
Explanation:
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, one of the tasks in the domain of Risk Response is to execute the approved risk response plan in accordance with project guidelines and procedures 1. A risk response plan is a component of the project management plan that describes the agreed-upon and funded actions to address the project risks, both positive and negative2. In this scenario, the risk manager should execute the approved risk response plan to deal with the new risk that appears when requesting fuel from another supplier, which will cause delays with several other projects. The risk response plan should have been developed and approved during the risk response planning process, which involves selecting and prioritizing the appropriate risk strategies and actions for each risk3. The risk response plan should also be aligned with the project guidelines and procedures, which are the rules and directions that define the project’s scope, schedule, cost, quality, and other aspects4. The risk manager should not escalate the problem to the project sponsors, because that is not a risk response strategy, but rather a way to seek higher-level authority or support for a risk that is outside the project’s scope or influence5. The risk manager should not negotiate with the supplier to resolve the problem, because that is not a risk response strategy, but rather a procurement management technique that involves reaching a mutually acceptable agreement with the supplier on the terms and conditions of the contract6. The risk manager should not assign a team member to update the issue log, because that is not a risk response strategy, but rather a risk monitoring and reporting technique that involves tracking and documenting the issues that have occurred or are currently affecting the project7.
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Examination Content
Outline, page 102: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4143: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4404: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 385: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4376: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4717: What Is an Issue Log? Templates & Tips7.
B
Explanation:
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, one of the tasks in the domain of Risk Response is to execute the approved risk response plan in accordance with project guidelines and procedures 1. A risk response plan is a component of the project management plan that describes the agreed-upon and funded actions to address the project risks, both positive and negative2. In this scenario, the risk manager should execute the approved risk response plan to deal with the new risk that appears when requesting fuel from another supplier, which will cause delays with several other projects. The risk response plan should have been developed and approved during the risk response planning process, which involves selecting and prioritizing the appropriate risk strategies and actions for each risk3. The risk response plan should also be aligned with the project guidelines and procedures, which are the rules and directions that define the project’s scope, schedule, cost, quality, and other aspects4. The risk manager should not escalate the problem to the project sponsors, because that is not a risk response strategy, but rather a way to seek higher-level authority or support for a risk that is outside the project’s scope or influence5. The risk manager should not negotiate with the supplier to resolve the problem, because that is not a risk response strategy, but rather a procurement management technique that involves reaching a mutually acceptable agreement with the supplier on the terms and conditions of the contract6. The risk manager should not assign a team member to update the issue log, because that is not a risk response strategy, but rather a risk monitoring and reporting technique that involves tracking and documenting the issues that have occurred or are currently affecting the project7.
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Examination Content
Outline, page 102: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4143: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4404: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 385: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4376: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, page 4717: What Is an Issue Log? Templates & Tips7.
Question #117
A project is at the final development stage. The test lead informs the risk manager that a key feature may not be testable due to changes in the environment.
What should the risk manager do?
- A . Confirm the risk triggers are still valid.
- B . Ask the architect to develop acceptance criteria.
- C . Review the feature with the project team.
- D . Escalate the issue to the project board.
Correct Answer: B
B
Explanation:
The risk manager should review the feature with the project team to determine the cause and impact of the untestability, and to identify possible solutions or alternatives. The risk manager should also update the risk register and the risk response plan accordingly. This is the best option among the given choices, as it involves the relevant stakeholders and follows the risk management process. Confirming the risk triggers are still valid is not sufficient, as it does not address the problem or its consequences. Asking the architect to develop acceptance criteria is not appropriate, as it may not be feasible or effective to test the feature with new criteria. Escalating the issue to the project board is premature, as it may not be necessary or desirable to involve the senior management without first analyzing the situation and proposing a course of action.
Reference: PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition. Chapter 11: Project Risk Management, pp. 414-415. 5
When a key feature may not be testable due to changes in the environment, the risk manager should review the feature with the project team to understand the issue, assess its impact, and determine the appropriate risk response. This collaborative approach ensures that the team has a clear understanding of the situation and can work together to address the risk.
B
Explanation:
The risk manager should review the feature with the project team to determine the cause and impact of the untestability, and to identify possible solutions or alternatives. The risk manager should also update the risk register and the risk response plan accordingly. This is the best option among the given choices, as it involves the relevant stakeholders and follows the risk management process. Confirming the risk triggers are still valid is not sufficient, as it does not address the problem or its consequences. Asking the architect to develop acceptance criteria is not appropriate, as it may not be feasible or effective to test the feature with new criteria. Escalating the issue to the project board is premature, as it may not be necessary or desirable to involve the senior management without first analyzing the situation and proposing a course of action.
Reference: PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition. Chapter 11: Project Risk Management, pp. 414-415. 5
When a key feature may not be testable due to changes in the environment, the risk manager should review the feature with the project team to understand the issue, assess its impact, and determine the appropriate risk response. This collaborative approach ensures that the team has a clear understanding of the situation and can work together to address the risk.
Question #118
An external vendor needs to be contracted to provide additional capacity and expertise to a project team to reduce the probability of delays in a project. The contracts department is raising a concern about confidentiality risks not addressed in the proposed contract and missing from the risk register .
What should the risk manager do next?
- A . Assess the identified secondary risk.
- B . Implement the risk response plan.
- C . Implement the risk contingency plan.
- D . Communicate the identified residual risk.
Correct Answer: A
A
Explanation:
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, a secondary risk is a risk that arises as a direct result of implementing a risk response to a specific risk. In this case, the risk response is to contract an external vendor to provide additional capacity and expertise to the project team. The secondary risk is the confidentiality risk that the contracts department has identified. The risk manager should assess the secondary risk to determine its probability, impact, and priority, and to plan appropriate responses. This is part of the Perform Qualitative Risk Analysis and Plan Risk Responses processes in the PMBOK® Guide2.
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition
A
Explanation:
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, a secondary risk is a risk that arises as a direct result of implementing a risk response to a specific risk. In this case, the risk response is to contract an external vendor to provide additional capacity and expertise to the project team. The secondary risk is the confidentiality risk that the contracts department has identified. The risk manager should assess the secondary risk to determine its probability, impact, and priority, and to plan appropriate responses. This is part of the Perform Qualitative Risk Analysis and Plan Risk Responses processes in the PMBOK® Guide2.
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition
Question #119
A project to deploy a new technology in field offices across the country has just been initiated. Some stakeholders are not supportive of this project because their teams will potentially be impacted by staff reductions once the technology is implemented .
How should the risk manager address this concern?
- A . Invite these stakeholders to regular meetings to engage them in the definition of project assumptions.
- B . Identify new stakeholders who might replace those involved thus far and are more closely aligned to the project goals.
- C . Review the risk thresholds to potentially accommodate the concerns raised by these stakeholders.
- D . Perform a stakeholder analysis to determine their interests and how they should be taken into account.
Correct Answer: D
Question #120
A new company initiates a project to incorporate a cybersecurity team .
Which three documents should the risk manager analyze first? (Choose 3)
- A . Industry’s standard procedures
- B . Current request for proposal (RFP)
- C . Company’s historical financial reports
- D . IT infrastructure, networks, and data information
- E . Government laws and regulations
Correct Answer: A, D, E