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
Three months into a program, multiple workstreams are showing issues. At this point, the program manager requires that a risk impact assessment be conducted .
What will help calculate the impact?
- A . Risk analysis
- B . Risk identification
- C . Risk treatment
- D . Risk evaluation
A
Explanation:
Risk impact assessment involves calculating the impact of identified risks. Risk analysis is the process of examining, estimating, and evaluating the impact of risks, which helps in calculating the impact (Reference: PMBOK Guide, 6th Edition, p. 417)
Risk analysis is the process of assessing the likelihood and impact of the identified risks on the program objectives. It helps to calculate the impact of the risks by using qualitative or quantitative methods. Risk analysis can provide useful information for risk prioritization, risk response planning, and risk reporting.
Reference: PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 67; PMI, The Standard for Program Management, Fourth Edition, 2017, p. 113.
A critical piece of equipment broke during a project execution phase. The risk manager notices this risk in the risk register, and the response is to rent equipment until the critical piece is repaired .
What type of risk response is this?
- A . Transfer
- B . Accept
- C . Mitigate
- D . Avoid
A project team in a multinational organization is working on a risk management plan for a multimillion-dollar project. This project involves three global regions with a wide range of critical stakeholders with varying degrees of risk appetite.
What should the risk manager advise the project team to do?
- A . Align the project risk thresholds with the risk appetite of a critical region.
- B . Align the project risk thresholds with the organizational risk appetite.
- C . Concentrate on the risk appetites of the influential stakeholders.
- D . Concentrate on the risk appetites of the vulnerable stakeholders.
Members of a project team are not taking their risk management responsibilities seriously. They do not consider risk management as primary to the project’s success and do not believe that the benefits are significant.
What should the risk manager do?
- A . Schedule a meeting to review and develop realistic risk thresholds with the project team.
- B . Motivate and influence the project team with risk engagement activities like workshops.
- C . Ensure that risk management responsibilities are clearly identified in the risk management plan.
- D . Ensure that the risk language used by all stakeholders is consistent with the risk management plan.
B
Explanation:
To address the lack of risk management buy-in from the project team, the risk manager should organize risk engagement activities, such as workshops. These activities can help create awareness of the importance of risk management and motivate the team to take their risk management responsibilities seriously.
Risk engagement is the process of involving stakeholders in risk management activities, such as identifying, analyzing, prioritizing, and responding to risks. Risk engagement activities are designed to motivate and influence the project team and other stakeholders to take their risk management responsibilities seriously and to understand the benefits of risk management for the project’s success. Risk engagement activities can include workshops, games, simulations, brainstorming sessions, surveys, interviews, and other interactive methods. Risk engagement activities can help to create a positive risk culture, improve communication and collaboration, increase risk awareness and ownership, and enhance risk management skills and knowledge.
Reference: PMI Risk Management Professional (PMI-RMP) Examination Content Outline and Specifications1, page 9; Mastering PMI-RMP Domains, Tasks, and Enablers for Effective Risk2
In a complex project, individual risks have been identified with the stakeholders. The project sponsor asks the risk manager about the likelihood of project success .
Which risk analysis tool(s) should the risk manager use as a basis for their response?
- A . Probabilistic and quantitative risk analyses to get the overall risk score
- B . Quantitative risk analysis to get the overall risk score
- C . Probabilistic risk analysis to get the overall risk score
- D . Qualitative risk analysis to get the overall risk score
A risk manager is managing risks in a project. During the initial stages of project execution, a new risk is identified. There is a very small chance that this risk will occur and even if it occurs, the impact would be low.
What should the risk manager do with this risk?
- A . Put the risk on the watch list.
- B . Seek guidance from subject matter experts (SMEs).
- C . Ignore this risk as it is not critical.
- D . Inform the stakeholders about this risk.
A
Explanation:
Since the probability and impact the risk are both low, it is appropriate to put the risk on the watch list. This allows the risk manager to monitor the risk without expending significant resources on it. A watch list is a list of low-priority risks that are not actively managed, but are monitored for changes. A watch list can help the risk manager to keep track of the risks that have low probability and low impact, and to reassess them periodically. Putting the risk on the watch list is the most appropriate action for the risk manager, as it allows him or her to document the risk and review it later. Seeking guidance from SMEs, ignoring the risk, or informing the stakeholders are not necessary actions for a low-priority risk, as they would consume time and resources that could be better spent on more critical risks.
Reference: PMI Risk Management Professional (PMI-RMP) Examination Content Outline and Specifications1, page 10; A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 406.
The project risk manager on a large firm fixed priced (FFP) contract has an up-to-date risk register with accurate and detailed information .
What should the project risk manager do next?
- A . Recommend the removal of risks to the project manager to reduce project risk exposure.
- B . Advise the client that the project has exhausted contingency.
- C . Quantify the risk exposure that exceeds project contingency.
- D . Generate reports to assess and communicate the project risk level.
C
Explanation:
The project risk manager should generate reports to assess and communicate the project risk level to stakeholders. This helps in making informed decisions and taking appropriate actions to manage risks effectively.
The project risk manager should quantify the risk exposure that exceeds project contingency, as this will help to determine the amount of management reserve needed to cover the potential cost overruns or schedule delays. The project risk manager should also communicate this information to the project manager and other relevant stakeholders, and update the risk management plan accordingly.
Reference: The Standard for Risk Management in Portfolios, Programs, and Projects, page 80; PMBOK Guide, 6th edition, page 407.
The risk manager for an IT project developing a software application has a major stakeholder concerned that the project will not conclude within the available funding. The risk manager found delays in the iterations and increments in the project’s budget, potentially increasing the duration by two weeks.
What tools should the risk manager use to properly decide the risk of not finishing the project within the budget?
- A . Stakeholder management and communication tools
- B . Team performance reports and analysis tools
- C . Schedule management tools (i.e., Gantt Charts)
- D . Estimation and probability analysis tools (i.e. Monte Carlo simulations)
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 . Continue to implement the risk strategy
- B . Meet with team members to address their concerns.
- C . Reduce the number of risk management activities.
- D . Raise the concerns with the project sponsor,
B
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
A project manager has just been assigned to a new project. The project manager has been tasked by the project sponsor to ensure the project risks are closely managed. The project manager starts with developing the risk management plan.
What is the expected outcome of developing the risk management plan?
- A . Being able to monitor and control risks throughout the project.
- B . Defining how risk management will be executed throughout the project.
- C . Documenting the communication strategy for risks throughout the project.
- D . Having the ability to identify risks throughout the project.
B
Explanation:
The expected outcome of developing the risk management plan is to define how risk management activities will be executed throughout the project. This includes the processes, tools, and techniques that will be used to identify, assess, and manage risks.
The risk management plan is a document that describes how risk management activities will be structured and performed throughout the project. It provides guidance on how to identify, analyze, respond, monitor, and control risks, as well as how to communicate, document, and report them. The risk management plan also defines the roles and responsibilities of the project team and stakeholders in risk management, the risk categories and breakdown structure, the risk thresholds and appetite, the risk management tools and techniques, and the risk management budget and schedule. The risk management plan is an output of the plan risk management process, which is the first process in the project risk management knowledge area. Developing the risk management plan is essential for ensuring that the project risks are closely managed and aligned with the project objectives and stakeholder expectations.
Reference: PMI, Project Risk Management, 2nd edition, 2019, p. 67-681
7 1. A project’s design has been completed and approved on time. The construction subcontractor should be mobilizing to start construction but does not have the necessary materials in place, causing a delaying in the project. The risk register only contains risks for the design phase of the project .
What should the project manager have done differently?