PMI PMI-RMP Practice Exams
Last updated on Oct 21,2026- Exam Code: PMI-RMP
- Exam Name: PMI Risk Management Professional
- Certification Provider: PMI
- Latest update: Oct 21,2026
Question #11
The project sponsor asks the project manager about the accuracy of the project data. The project manager realizes that some risks have not been updated recently .
What should the project manager do regarding those risks?
- A . Review the assumptions analysts
- B . Conduct a checklist analysis on each risk
- C . Create a risk response plan for those risks
- D . Review the risk register to check for the new risks
Correct Answer: D
D
Explanation:
If the project manager realizes that some risks have not been updated recently, they should review the risk register to check for new risks and ensure that all risks are accurately documented and updated.
The risk register is a document that contains information about the identified risks, their analysis, and their response plans. It is updated throughout the project life cycle as new risks emerge, existing risks change, or risks are closed. The project manager should review the risk register regularly to ensure that the project data is accurate and reflects the current risk situation. Reviewing the risk register also helps the project manager to identify any new risks that may have occurred since the last update, and to plan appropriate responses for them.
Reference: PMI, Project Risk Management, 2nd edition, 2019, p. 67-681
D
Explanation:
If the project manager realizes that some risks have not been updated recently, they should review the risk register to check for new risks and ensure that all risks are accurately documented and updated.
The risk register is a document that contains information about the identified risks, their analysis, and their response plans. It is updated throughout the project life cycle as new risks emerge, existing risks change, or risks are closed. The project manager should review the risk register regularly to ensure that the project data is accurate and reflects the current risk situation. Reviewing the risk register also helps the project manager to identify any new risks that may have occurred since the last update, and to plan appropriate responses for them.
Reference: PMI, Project Risk Management, 2nd edition, 2019, p. 67-681
Question #12
Product testing can be done in multiple ways. A few project team members suggest testing be done in a laboratory environment, whereas others recommend completing the analysis via simulation methods. The testing manager has consulted with a peer, who recommends undertaking testing using field trials. The testing manager consults with the risk manager to assess the risk involved in the testing.
Which tool should the risk manager consider for assessing the test risk?
- A . Scenario analysis
- B . Sensitivity analysis
- C . Probability and impact matrix
- D . Monte Carlo simulation
Correct Answer: C
Question #13
A risk manager wants to determine what risk has the biggest impact on project cost. The risk manager identified three risks, which could occur in different phases of the project .
What should the risk manager do first to understand the impact on project cost?
- A . Prioritize after quantitative analysis.
- B . Perform qualitative analysis.
- C . Prioritize the stakeholders affected.
- D . Conduct a subject matter expert (SME) meeting.
Correct Answer: B
Question #14
The project manager performed’ a variance analysis on the project during the execution phase. The
variances were shown as increasing
What does this result imply?
- A . The uncertainty and risk are increasing.
- B . The project schedule is lagging behind.
- C . There is no potential for future deviation.
- D . The project is over budget.
Correct Answer: A
A
Explanation:
Increasing variances during the execution phase imply that the uncertainty and risk are increasing, as the project performance is deviating from the planned values.
According to the PMBOK® Guide C Sixth Edition1, variance analysis is a technique used to compare the actual performance of the project against the planned or expected performance. It can be applied to various aspects of the project, such as scope, schedule, cost, quality, and risk. Variance analysis can help identify deviations from the baseline and determine the causes and impacts of those deviations. If the variances are shown as increasing, it means that the actual performance is deviating more and more from the planned performance, which implies that the uncertainty and risk are increasing. This could affect the project objectives and deliverables, and require corrective or preventive actions to bring the project back on track. The other options are not correct, as they are either too specific (B and D) or contradictory © to the result of the variance analysis.
Reference: PMBOK® Guide C Sixth Edition, pages 262-263.
A
Explanation:
Increasing variances during the execution phase imply that the uncertainty and risk are increasing, as the project performance is deviating from the planned values.
According to the PMBOK® Guide C Sixth Edition1, variance analysis is a technique used to compare the actual performance of the project against the planned or expected performance. It can be applied to various aspects of the project, such as scope, schedule, cost, quality, and risk. Variance analysis can help identify deviations from the baseline and determine the causes and impacts of those deviations. If the variances are shown as increasing, it means that the actual performance is deviating more and more from the planned performance, which implies that the uncertainty and risk are increasing. This could affect the project objectives and deliverables, and require corrective or preventive actions to bring the project back on track. The other options are not correct, as they are either too specific (B and D) or contradictory © to the result of the variance analysis.
Reference: PMBOK® Guide C Sixth Edition, pages 262-263.
Question #15
A company is preparing a formal response to bid for an infrastructure engineering, procurement, and construction project. When should a risk register be developed to identify risks?
- A . During the project execution phase to allow the project manager to understand the risk attitudes of stakeholders.
- B . When a client project kick-off meeting is held to introduce risk assessment process to the client.
- C . Before a formal bid response is provided to the client to gain a greater understanding of the project’s risk profile.
- D . After a project budget is set up with a purchase order to charge hours for a risk workshop.
Correct Answer: C
C
Explanation:
A risk register should be developed before submitting a formal bid response to help the company understand the project’s risk profile and account for potential risks in their proposal. This allows the company to make informed decisions about cost, schedule, and resources. (Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Section 1 1. 2)
A risk register is a document that is used as a risk management tool to identify potential setbacks within a project. A risk register is typically created at the start of a project (before it begins), and is regularly referenced and updated throughout the life of a project through deliberate risk monitoring and control 1. A risk register is an important component of any successful risk management process and helps mitigate potential project delays that could arise. A risk register is shared with project stakeholders to ensure information is stored in one accessible place2. A risk register also helps to establish a hierarchy of risks, starting with the most impactful. The goal should be to have a path to mitigating those risks, reducing the harm they cause, or eliminating them. The register should also outline what’s considered an acceptable level of risk and how to set up insurance to help offset the impacts3. Therefore, a risk register should be developed before a formal bid response is provided to the client to gain a greater understanding of the project’s risk profile. This will help to estimate the project costs, schedule, and scope more accurately and realistically, as well as to identify the contingency plans and reserves needed to deal with the potential risks. Developing a risk register during the project execution phase, when a client project kick-off meeting is held, or after a project budget is set up with a purchase order are all too late to effectively identify and manage the risks that could affect the project success.
Reference: 2, 3, 1, 4
C
Explanation:
A risk register should be developed before submitting a formal bid response to help the company understand the project’s risk profile and account for potential risks in their proposal. This allows the company to make informed decisions about cost, schedule, and resources. (Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Section 1 1. 2)
A risk register is a document that is used as a risk management tool to identify potential setbacks within a project. A risk register is typically created at the start of a project (before it begins), and is regularly referenced and updated throughout the life of a project through deliberate risk monitoring and control 1. A risk register is an important component of any successful risk management process and helps mitigate potential project delays that could arise. A risk register is shared with project stakeholders to ensure information is stored in one accessible place2. A risk register also helps to establish a hierarchy of risks, starting with the most impactful. The goal should be to have a path to mitigating those risks, reducing the harm they cause, or eliminating them. The register should also outline what’s considered an acceptable level of risk and how to set up insurance to help offset the impacts3. Therefore, a risk register should be developed before a formal bid response is provided to the client to gain a greater understanding of the project’s risk profile. This will help to estimate the project costs, schedule, and scope more accurately and realistically, as well as to identify the contingency plans and reserves needed to deal with the potential risks. Developing a risk register during the project execution phase, when a client project kick-off meeting is held, or after a project budget is set up with a purchase order are all too late to effectively identify and manage the risks that could affect the project success.
Reference: 2, 3, 1, 4
Question #16
After a number of risk workshops, risks have been identified .
Which is the first element the risk owner should look for in the response plan to help mitigate the risks?
- A . Probability of a response triggering a secondary risk
- B . How the response will affect the quality of the components
- C . If the risk response is tied to an activity on the critical path
- D . Verify due dates for the actions have been identified
Correct Answer: D
D
Explanation:
The first element the risk owner should look for in the response plan is to verify that due dates for the actions have been identified. This ensures that risk mitigation actions are timely and can be effectively monitored.
After identifying the risks and assigning risk owners, the next step is to develop risk response plans that describe how to address each risk. The first element that the risk owner should look for in the response plan is the due date for the actions that are required to implement the response. The due date is important because it helps to prioritize the risk response activities, monitor the progress of the risk response, and ensure that the response is executed in a timely manner. The due date also helps to align the risk response with the project schedule and avoid any delays or conflicts. The other elements, such as the probability of a secondary risk, the impact on the quality of the components, and the relationship with the critical path, are also relevant for the risk response plan, but they are not the first element that the risk owner should look for.
Reference: PMI, 2017. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition. Newtown Square, PA: Project Management Institute, Inc., pp. 407-4081
D
Explanation:
The first element the risk owner should look for in the response plan is to verify that due dates for the actions have been identified. This ensures that risk mitigation actions are timely and can be effectively monitored.
After identifying the risks and assigning risk owners, the next step is to develop risk response plans that describe how to address each risk. The first element that the risk owner should look for in the response plan is the due date for the actions that are required to implement the response. The due date is important because it helps to prioritize the risk response activities, monitor the progress of the risk response, and ensure that the response is executed in a timely manner. The due date also helps to align the risk response with the project schedule and avoid any delays or conflicts. The other elements, such as the probability of a secondary risk, the impact on the quality of the components, and the relationship with the critical path, are also relevant for the risk response plan, but they are not the first element that the risk owner should look for.
Reference: PMI, 2017. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition. Newtown Square, PA: Project Management Institute, Inc., pp. 407-4081
Question #17
While planning for project execution phase stakeholders are making decisions on how to respond to known and new risks .
What artifact should the stakeholders prepare?
- A . Issue log
- B . Change log
- C . Assumption log
- D . Risk-adjusted back log
Correct Answer: D
D
Explanation:
The stakeholders should prepare a risk-adjusted backlog when making decisions on how to respond to known and new risks. A risk-adjusted backlog helps prioritize work items based on their risk level and potential impact on the project.
A risk-adjusted backlog is an artifact that reflects the prioritization of the product backlog items based on their risk exposure. It is used to plan for the execution phase of an agile project, where the stakeholders can decide how to respond to known and new risks by selecting the most valuable and least risky items to deliver. A risk-adjusted backlog can help the stakeholders to optimize the value delivery and reduce the uncertainty of the project outcomes.
Reference: PMI, The Standard for Risk
Management in Portfolios, Programs, and Projects, 2019, p. 113; PMI, Agile Practice Guide, 2017, p. 54.
D
Explanation:
The stakeholders should prepare a risk-adjusted backlog when making decisions on how to respond to known and new risks. A risk-adjusted backlog helps prioritize work items based on their risk level and potential impact on the project.
A risk-adjusted backlog is an artifact that reflects the prioritization of the product backlog items based on their risk exposure. It is used to plan for the execution phase of an agile project, where the stakeholders can decide how to respond to known and new risks by selecting the most valuable and least risky items to deliver. A risk-adjusted backlog can help the stakeholders to optimize the value delivery and reduce the uncertainty of the project outcomes.
Reference: PMI, The Standard for Risk
Management in Portfolios, Programs, and Projects, 2019, p. 113; PMI, Agile Practice Guide, 2017, p. 54.
Question #18
The project manager reviews project risks with the risk manager to update, monitor, and close risks in the risk register. The project manager determines one of the risks has a residual risk .
How should the risk manager document the impact of the residual risk?
- A . Utilize change management tools to request a budget increase from the project sponsor and update the risk register.
- B . Change the risk identification and description on the risk register to reflect the fact that the residual risk has materialized.
- C . Close the risk’s status on the risk register since the residual risk has now materialized.
- D . Review the impact of the residual risk against the budget reserves and document the update in the risk register.
Correct Answer: D
Question #19
The project team is updating the risk register with the minimum acceptable level of exposure and impact for each risk. The team also wants to determine if they have reached the maximum level of exposure before they escalate the risk.
What should the team perform in this scenario?
- A . Quantitative risk analysis
- B . Risk response planning
- C . Monitor and control risks
- D . Risk urgency assessment
Correct Answer: A
A
Explanation:
Quantitative risk analysis helps determine the minimum acceptable level of exposure and impact for each risk. It also helps to understand if the maximum level of exposure has been reached before escalating the risk. (Reference: PMBOK Guide, 6th Edition, p. 423)
The team should perform quantitative risk analysis, which is the process of numerically analyzing the effect of identified risks on overall project objectives. Quantitative risk analysis can help the team to establish the minimum acceptable level of exposure and impact for each risk, as well as the maximum level of exposure before escalation. Quantitative risk analysis can also provide probabilistic estimates of project outcomes, such as cost and schedule, and support risk prioritization and decision making.
Reference: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 399; PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 69.
A
Explanation:
Quantitative risk analysis helps determine the minimum acceptable level of exposure and impact for each risk. It also helps to understand if the maximum level of exposure has been reached before escalating the risk. (Reference: PMBOK Guide, 6th Edition, p. 423)
The team should perform quantitative risk analysis, which is the process of numerically analyzing the effect of identified risks on overall project objectives. Quantitative risk analysis can help the team to establish the minimum acceptable level of exposure and impact for each risk, as well as the maximum level of exposure before escalation. Quantitative risk analysis can also provide probabilistic estimates of project outcomes, such as cost and schedule, and support risk prioritization and decision making.
Reference: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 399; PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 69.
10 1. A risk manager has been assigned to a project constructing a chemical laboratory. Unfamiliar with chemical laboratories, the risk manager is unsure of where to start objectively identifying risks .
What should the risk manager do?
Question #20
A project manager is assigned to a new project and is told they need to develop the project’s risk register.
When should the project manager identify the project risks?
- A . Identify risks only at the project’s midpoint for the stakeholders to review them
- B . Ensure project team members proactively identify risks throughout the project to plan for possible response strategies
- C . Identify risks at the beginning of the project because the risk posture will not change
- D . Delegate risk identification to each team member and have them record the risks on separate risk registers for their areas
Correct Answer: B
B
Explanation:
Risk identification should be an ongoing process throughout the project lifecycle. Encouraging project team members to proactively identify risks allows for continuous risk management and the development of appropriate response strategies as new risks emerge.
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, one of the tasks in the domain of Risk Identification is to ensure that project team members proactively identify risks throughout the project life cycle, using various tools and techniques, to enable planning for possible risk response strategies 1. Risk identification is an iterative process that should be performed regularly and frequently throughout the project, as new risks may emerge or existing risks may change due to internal or external factors2. The project manager should involve the project team members and other relevant stakeholders in the risk identification process, as they may have different perspectives, expertise, and insights on the project risks3. The project manager should not identify risks only at the project’s midpoint for the stakeholders to review them, because that would be too late and ineffective to manage the risks that may have already occurred or escalated4. The project manager should not identify risks at the beginning of the project because the risk posture will not change, because that would be unrealistic and imprudent to assume that the project environment and conditions will remain static and predictable5. The project manager should not delegate risk identification to each team member and have them record the risks on separate risk registers for their areas, because that would create inconsistency, duplication, and fragmentation of the risk information, and prevent a holistic and integrated view of the project risks.
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline, page 82: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 3983: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 3994: Risk Identification: When and How Often to Do It During the Project Life Cycle5: Risk Management: Why Is It Important?. : Risk Register in Project Management – Project Management Academy.
B
Explanation:
Risk identification should be an ongoing process throughout the project lifecycle. Encouraging project team members to proactively identify risks allows for continuous risk management and the development of appropriate response strategies as new risks emerge.
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, one of the tasks in the domain of Risk Identification is to ensure that project team members proactively identify risks throughout the project life cycle, using various tools and techniques, to enable planning for possible risk response strategies 1. Risk identification is an iterative process that should be performed regularly and frequently throughout the project, as new risks may emerge or existing risks may change due to internal or external factors2. The project manager should involve the project team members and other relevant stakeholders in the risk identification process, as they may have different perspectives, expertise, and insights on the project risks3. The project manager should not identify risks only at the project’s midpoint for the stakeholders to review them, because that would be too late and ineffective to manage the risks that may have already occurred or escalated4. The project manager should not identify risks at the beginning of the project because the risk posture will not change, because that would be unrealistic and imprudent to assume that the project environment and conditions will remain static and predictable5. The project manager should not delegate risk identification to each team member and have them record the risks on separate risk registers for their areas, because that would create inconsistency, duplication, and fragmentation of the risk information, and prevent a holistic and integrated view of the project risks.
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline, page 82: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 3983: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 3994: Risk Identification: When and How Often to Do It During the Project Life Cycle5: Risk Management: Why Is It Important?. : Risk Register in Project Management – Project Management Academy.