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
A key project is delayed and all contingency reserves have been used even though the project team has implemented all planned risk responses .
What should the risk manager do next?
- A . Create a new project plan including the new risks.
- B . Review the effectiveness of the risk process.
- C . Update the risk management plan.
- D . Escalate the project risks to upper management.
A new risk manager has been assigned to a delayed strategic project. The risk manager presented a new plan to get the project back on track using lessons learned and applying risk response strategies. Senior management wants to remove contingency reserves because they want to finish the project earlier.
What should the risk manager do in this scenario?
- A . Review project schedule estimates.
- B . Change the response strategies.
- C . Reduce the contingency reserves.
- D . Conduct a risk planning workshop.
D
Explanation:
The risk manager should conduct a risk planning workshop with senior management and other key stakeholders to review the risk management plan, the risk register, and the contingency reserves. The risk manager should explain the purpose and benefits of contingency reserves, and how they are calculated and allocated based on the risk exposure of the project. The risk manager should also discuss the potential impact of removing or reducing the contingency reserves on the project objectives, scope, schedule, cost, and quality. The risk manager should facilitate a collaborative decision-making process to reach a consensus on the best course of action for the project.
Reference: PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 77-78, 92-93.
During the design phase the project team is exploring various architecture options. After reviewing the results of design pilot, two conflicting infrastructure pieces were identified .
What action should the project manager take?
- A . Reassess the design for the two pieces.
- B . Escalate the situation and request approval to move forward.
- C . Confirm the results through a second pilot.
- D . Update the assumptions log and assess the risk associated with it.
D
Explanation:
According to the PMBOK Guide, 6th edition, Section 1 1. 2. 1. 2, Assumptions Log, an assumption is a factor that is considered to be true, real, or certain without proof or demonstration. Assumptions can affect the project planning and execution, and should be identified, documented, validated, and updated throughout the project life cycle. The assumptions log is an output of the Identify Risks process, and it records the project assumptions and their potential impact, validity, and priority. If the assumptions are found to be invalid or inaccurate, they may introduce new risks or change the existing risk exposure. Therefore, the project manager should update the assumptions log and assess the risk associated with the conflicting infrastructure pieces, and plan appropriate risk responses if needed.
Reference: PMBOK Guide, 6th edition, Section 1 1. 2. 1. 2, Assumptions Log
When conflicting infrastructure pieces are identified, the project manager should update the assumptions log to reflect the new information and assess the risks associated with the conflicting pieces. This allows the project manager to make informed decisions about how to address potential issues and avoid future problems. (Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Section 1 1. 3)
1 1. An organization faces immense competition in the market and decides 10 accelerate a key project .
What is the first action for the project risk manager to take?
A project team has just completed a project plan, which includes extra days for most of the critical activities to cover any possible issues. Stakeholders want to remove these additional days, because the end date is longer than expected.
What should the risk manager do first?
- A . Remove the activity padding.
- B . Review the risk response plan.
- C . Update the risk contingency plan.
- D . Update the schedule constraints.
A risk manager documents the causes in the risk register and needs to ensure the risk is adequately described .
What is critical for the risk manager to consider when describing the causes?
- A . Each cause has a degree of uncertainty
- B . Each cause has well defined owner
- C . The causes represent actual conditions
- D . The causes must be validated by the risk owner
C
Explanation:
When describing the causes of a risk, it is critical for the risk manager to ensure that the causes represent actual conditions, as this will help in the accurate identification and assessment of the. According to the PMBOK® Guide, a risk is defined as “an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives” (page 720). A risk can be described by its causes, effects, and probability of occurrence. The causes are the factors or circumstances that give rise to the risk, and they should represent the actual conditions that exist or may exist in the project environment. The causes should not be based on assumptions, opinions, or speculations, but on facts, evidence, or data. Therefore, option C is the correct answer.
Option A is incorrect because not every cause has a degree of uncertainty. Some causes may be certain or deterministic, such as contractual obligations, regulatory requirements, or physical laws. Uncertainty is a characteristic of the risk itself, not the cause.
Option B is incorrect because not every cause has a well-defined owner. The owner is the person or entity who is assigned the responsibility and authority to manage the risk, not the cause. The owner should be identified after the risk is analyzed and prioritized, not before.
Option D is incorrect because the causes do not need to be validated by the risk owner. The risk owner is the person or entity who is accountable for the risk response, not the risk identification. The causes should be validated by the risk manager or the risk identification team, who are responsible for collecting and documenting the risk information.
A risk manager has been assigned to an upcoming project. A senior risk manager within the organization recently completed a similar project and has provided a lessons learned document to aid planning efforts for the upcoming project. Upon reviewing the document, the risk manager discovers that the completed project was delivered several months behind schedule and several thousands of dollars over budget. The root cause was determined to be an unforeseen risk trigger that caused several items to be reworked, creating cascading schedule delays and depleting management reserves.
What should the risk manager do to mitigate the chance of the same issues reoccurring?
- A . Ensure that all project stakeholders have a copy of and understand the project’s risk management plan.
- B . Increase the management reserves and inform stakeholders of what is available to cover any unexpected expenses
- C . Distribute the lessons learned document to stakeholders knowing that the likelihood of reoccurrence is low.
- D . Document the known risk triggers as the identified cost and schedule risks in the risk register.
A project manager has finished the project charter for a project and has now moved into the planning phase. In the first planning meeting, the project manager is trying to determine the risk tolerance and risk attitudes of the project’s key stakeholders .
What is the first resource the project manager should reference?
- A . Benefits management plan
- B . Enterprise environmental factors (EEFs)
- C . Project charter
- D . Requirements management plan
C
Explanation:
The project charter is the first resource the project manager should reference to determine the risk tolerance and risk attitudes of the project’s key stakeholders, as it contains information such as the project purpose, objectives, success criteria, high-level risks, and key stakeholder list. The project charter is an output of the Develop Project Charter process, which is part of the Initiating process group. The project charter provides the project manager with the authority to apply organizational resources to project activities and establishes a partnership between the performing organization and the requesting organization.
Reference: PMBOK Guide, 6th edition, page 81-82.
Enterprise environmental factors (EEFs) provide information about the organization’s culture, risk tolerance, and risk attitudes, which can help the project manager determine the risk tolerance and risk attitudes of the project’s key stakeholders. (Reference: PMBOK Guide, 6th Edition, p. 39)
A risk manager manages risks in a construction project. A stakeholder mentions that if there is less than a 50% chance of rain, construction should continue. Another stakeholder says that if there is less than a 60% chance of rain, construction should continue .
What should the risk manager do next to find out the correct limit?
- A . Review the agreed-upon risk tolerance
- B . Perform a sensitivity analysis of the risk
- C . Find out the stakeholders’ risk appetite
- D . Use industry standard risk thresholds
A
Explanation:
The risk manager should review the agreed-upon risk tolerance to determine the correct limit for continuing construction based on the chance of rain. Risk tolerance is the level of risk an organization is willing to accept and should be established during the risk management planning process.
Risk tolerance is the degree of uncertainty that a stakeholder is willing to accept in respect to a negative outcome on a project objective. Risk tolerance can be expressed as a percentage, a range, a value, or a qualitative statement. Risk tolerance should be agreed upon by the project team and the stakeholders at the beginning of the project, and documented in the risk management plan. The risk manager should review the agreed-upon risk tolerance to find out the correct limit for the rain probability that would affect the construction activity. This would help to resolve the conflicting opinions of the stakeholders and ensure that the risk management decisions are aligned with the project objectives and expectations. Reviewing the agreed-upon risk tolerance is the best option among the choices given, as it is the most relevant and reliable source of information for the risk manager. Performing a sensitivity analysis, finding out the stakeholders’ risk appetite, or using industry standard risk thresholds are not as effective or appropriate ways of finding out the correct limit, as they do not reflect the specific agreement and context of the project.
Reference: PMI-RMP® Certification Handbook1, page 9; PMBOK® Guide, pages 414-415.
A company has a project whose objective is to extract gold reserves from Field 1. However, another field closest to the company. Field 2, which has a higher probability of having twice as much gold reserves than Field 1. The risk manager requests the board of Directors to include Field 2 under the scope of the current project by management of change because the project’s profitability will increase by 80%.
What type of request is the risk manager describing?
- A . A request to increase project earnings
- B . A request to increase project resources
- C . A challenge to stakeholder thresholds
- D . A challenge to the project investment
The project’s customer has stated the project must be completed by a date indicated as the P90 date established on the Monte Carlo analysis .
What should the project manager do to ensure the P90 date is met?
- A . Update the assumptions/exclusions register
- B . Hire more resources and crash the schedule
- C . Perform a qualitative risk analysis for the project
- D . Mitigate risks identified on the sensitivity analysis
D
Explanation:
The project manager should mitigate risks identified on the sensitivity analysis to ensure the P90 date is met. Sensitivity analysis helps identify the most critical risks that have the potential to impact the project’s completion date. By mitigating these risks, the project manager can increase the likelihood of meeting the P90 date.
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, the P90 date is the date that has a 90% probability of being met or exceeded by the project completion 1. The Monte Carlo analysis is a simulation technique that generates possible outcomes of the project schedule based on the probability distributions of the activity durations2. The sensitivity analysis is a technique that determines how different sources of uncertainty affect the project objectives, such as the completion date3. Therefore, the project manager should mitigate the risks identified on the sensitivity analysis, as they are the most likely to affect the P90 date. By reducing the uncertainty and variability of the project schedule, the project manager can increase the confidence level of meeting the P90 date.
Reference: 1: PMI, Practice Standard for Project Risk Management, 2009, p. 91 2: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 215 3: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 403