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 #71
The project manager is reviewing the lessons learned from a previous similar project. The previous project was delayed due to the delay in delivery of a gas turbine generator (GTG). Construction of the previous project had to be shut down unexpectedly to wait for the late delivery of the GTG .
What should the project manager do first?
- A . Include the risk in the register and communicate with the stakeholders.
- B . Communicate with the client to provide the previous shutdown plan.
- C . Review and update the project schedule.
- D . Interview the other project manager to learn more details.
Correct Answer: C
C
Explanation:
The project manager should first gather more information about the previous project’s issues by interviewing the other project manager. This will help in understanding the root causes of the delay and how to prevent similar issues in the current project before taking further action.
The project manager should first include the risk of delay in delivery of the GTG in the risk register and communicate with the stakeholders about the potential impact and response strategies. This is part of the risk identification process, which is the first step in risk management. The risk register is a document that records the identified risks, their causes, effects, probabilities, impacts, and response plans. The project manager should communicate with the stakeholders to ensure that they are aware of the risk and its implications, and to obtain their feedback and support. The project manager should also update the risk register as new information becomes available or as the risk status changes. The other options are not the first actions that the project manager should take. Communicating with the client to provide the previous shutdown plan is part of the risk response process, which comes after the risk identification and analysis processes. Reviewing and updating the project schedule is part of the schedule management process, which is not directly related to risk management. Interviewing the other project manager to learn more details is a technique that can be used to identify risks, but it is not the first action that the project manager should take. The project manager should first document the risk in the risk register and communicate with the stakeholders before seeking more information from other sources.
Reference: 3, 4, 5
C
Explanation:
The project manager should first gather more information about the previous project’s issues by interviewing the other project manager. This will help in understanding the root causes of the delay and how to prevent similar issues in the current project before taking further action.
The project manager should first include the risk of delay in delivery of the GTG in the risk register and communicate with the stakeholders about the potential impact and response strategies. This is part of the risk identification process, which is the first step in risk management. The risk register is a document that records the identified risks, their causes, effects, probabilities, impacts, and response plans. The project manager should communicate with the stakeholders to ensure that they are aware of the risk and its implications, and to obtain their feedback and support. The project manager should also update the risk register as new information becomes available or as the risk status changes. The other options are not the first actions that the project manager should take. Communicating with the client to provide the previous shutdown plan is part of the risk response process, which comes after the risk identification and analysis processes. Reviewing and updating the project schedule is part of the schedule management process, which is not directly related to risk management. Interviewing the other project manager to learn more details is a technique that can be used to identify risks, but it is not the first action that the project manager should take. The project manager should first document the risk in the risk register and communicate with the stakeholders before seeking more information from other sources.
Reference: 3, 4, 5
Question #72
An organization performs an annual strategies and initiatives workshop during which a strengths, weaknesses, opportunities, and threats (SWOT) analysis is being conducted. As part of this process the functional managers identify the opportunities and threats .
What should the risk manager do next?
- A . Add only the threats to the risk register
- B . Utilize different tools to identify the risks
- C . Plan risk responses to the threats
- D . Update the risk register with the identified risks
Correct Answer: D
D
Explanation:
The risk manager should update the risk register with both the opportunities and threats identified during the SWOT analysis. This will help in tracking and managing all potential risks throughout the project lifecycle.
Update the risk register with the identified risks Comprehensive and Detailed Explanation
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, one of the tasks in the domain of Risk Identification is to update the risk register with identified risks, causes, categories, and potential responses 1. A risk register is a document used to track and report on project risks and opportunities throughout the project’s life cycle2. In this scenario, the risk manager should update the risk register with the identified risks, both opportunities and threats, that result from the SWOT analysis. The risk manager should also include the causes, categories, and potential responses for each risk, as well as other relevant information such as probability, impact, priority, owner, etc. The risk manager should not add only the threats to the risk register, because opportunities are also a type of risk that can have a positive effect on the project objectives and should be recorded and managed accordingly3. The risk manager should not utilize different tools to identify the risks, because the SWOT analysis is a valid and useful tool for risk identification and there is no indication that it was insufficient or inappropriate for the project context4. The risk manager should not plan risk responses to the threats, because that is a separate process that comes after risk identification and requires further analysis and evaluation of the risks5.
Reference: 1: PMI Risk
Management Professional (PMI-RMP) ® Examination Content Outline, page 82: Risk Register in Project Management – Project Management Academy63: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 3974: How to Perform a SWOT Analysis C Project Risk Coach25: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 440.
D
Explanation:
The risk manager should update the risk register with both the opportunities and threats identified during the SWOT analysis. This will help in tracking and managing all potential risks throughout the project lifecycle.
Update the risk register with the identified risks Comprehensive and Detailed Explanation
According to the PMI Risk Management Professional (PMI-RMP) ® Examination Content Outline1, one of the tasks in the domain of Risk Identification is to update the risk register with identified risks, causes, categories, and potential responses 1. A risk register is a document used to track and report on project risks and opportunities throughout the project’s life cycle2. In this scenario, the risk manager should update the risk register with the identified risks, both opportunities and threats, that result from the SWOT analysis. The risk manager should also include the causes, categories, and potential responses for each risk, as well as other relevant information such as probability, impact, priority, owner, etc. The risk manager should not add only the threats to the risk register, because opportunities are also a type of risk that can have a positive effect on the project objectives and should be recorded and managed accordingly3. The risk manager should not utilize different tools to identify the risks, because the SWOT analysis is a valid and useful tool for risk identification and there is no indication that it was insufficient or inappropriate for the project context4. The risk manager should not plan risk responses to the threats, because that is a separate process that comes after risk identification and requires further analysis and evaluation of the risks5.
Reference: 1: PMI Risk
Management Professional (PMI-RMP) ® Examination Content Outline, page 82: Risk Register in Project Management – Project Management Academy63: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 3974: How to Perform a SWOT Analysis C Project Risk Coach25: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 440.
Question #73
A project team has just initiated a large project to move an organization’s headquarters to another location. The risk manager has scheduled a risk identification session but notices that the project charter, work breakdown structure (WBS). and scope statement are not available .
What should the risk manager consider?
- A . Aligning with the project manager to hold an open brainstorm session with all stakeholders will suffice.
- B . The ideal solution is to find alternate documents that provide good visibility on the environment.
- C . The risk identification process can be carried out as long as the project statement is available.
- D . Risk evaluation will be challenging without these elements as a frame of reference.
Correct Answer: D
D
Explanation:
According to the PMI-RMP Exam Content Outline1, one of the tasks in the domain of risk identification is to “review project documents, assumptions, and constraints, and understand the project environment and organizational factors to identify risks”. The project charter, work breakdown structure (WBS), and scope statement are essential project documents that provide information about the project objectives, deliverables, requirements, assumptions, and constraints. Without these elements, the risk manager will have difficulty identifying and evaluating the risks that may affect the project. Therefore, the best answer is D.
Reference: 1: PMI-RMP Exam Content Outline, page 7.
D
Explanation:
According to the PMI-RMP Exam Content Outline1, one of the tasks in the domain of risk identification is to “review project documents, assumptions, and constraints, and understand the project environment and organizational factors to identify risks”. The project charter, work breakdown structure (WBS), and scope statement are essential project documents that provide information about the project objectives, deliverables, requirements, assumptions, and constraints. Without these elements, the risk manager will have difficulty identifying and evaluating the risks that may affect the project. Therefore, the best answer is D.
Reference: 1: PMI-RMP Exam Content Outline, page 7.
Question #74
A risk manager for a large project has completed documenting the risk management plan. The project is moving from planning to execution.
Which three actions should the risk manager take to ensure the risk management plan remains effective during the project timeframe? (Choose 3)
- A . Verify whether or not any identified risks might occur and implement the risk response plan.
- B . Regularly check and report on the status of risks identified according to their prioritization.
- C . Monitor the status and oversee execution of the risk response plan for each identified risk.
- D . Ensure management reserves are sufficient to cover the mitigation plans for all identified risks.
- E . Allocate and lock in project resources according to the initial risk prioritization for all identified risks.
Correct Answer: B, C, D
B, C, D
Explanation:
According to the PMI-RMP Exam Content Outline1, one of the domains of the PMI-RMP certification is risk monitoring and reporting. This domain includes tasks such as “monitor and report on risk metrics and trends”, “monitor the status of risk response activities and update risk register and risk report accordingly”, and “monitor and control project contingency and management reserves”. These tasks imply that the risk manager should regularly check and report on the status of risks identified according to their prioritization (B), monitor the status and oversee execution of the risk response plan for each identified risk ©, and ensure management reserves are sufficient to cover the mitigation plans for all identified risks (D). These actions will help the risk manager to ensure the risk management plan remains effective during the project timeframe. Therefore, the best answers are B, C, and D.
Reference: 1: PMI-RMP Exam Content Outline, pages 9-10.
B, C, D
Explanation:
According to the PMI-RMP Exam Content Outline1, one of the domains of the PMI-RMP certification is risk monitoring and reporting. This domain includes tasks such as “monitor and report on risk metrics and trends”, “monitor the status of risk response activities and update risk register and risk report accordingly”, and “monitor and control project contingency and management reserves”. These tasks imply that the risk manager should regularly check and report on the status of risks identified according to their prioritization (B), monitor the status and oversee execution of the risk response plan for each identified risk ©, and ensure management reserves are sufficient to cover the mitigation plans for all identified risks (D). These actions will help the risk manager to ensure the risk management plan remains effective during the project timeframe. Therefore, the best answers are B, C, and D.
Reference: 1: PMI-RMP Exam Content Outline, pages 9-10.
Question #75
A project team working on a large software deployment project for a few months has been able to prevent a technical risk from occurring. However, an incident took place and triggered the technical issue.
What should the risk manager do?
- A . Execute the risk response plan defined for the risk.
- B . Postpone the software launch to sort out the technical issue.
- C . Meet with the project manager to revisit the project schedule.
- D . Assess the impacts and define the response actions with the subject matter experts (SMEs).
Correct Answer: A
Question #76
An undocumented risk is realized during the rollout of a new product line important to the company. The product owner escalates this matter to the company president, who expects all risks to be documented in the project risk plan.
How should the risk manager address this concern?
- A . Risks are documented to the practicable extent possible.
- B . Probability of the risk was very low. so the risk was not documented.
- C . Impact of the risk was assessed to be insignificant, so the risk was not documented.
- D . A similar risk never occurred in the past, so it was not considered.
Correct Answer: A
Question #77
The project manager for project X was expecting the mobilization of critical equipment from another project, project Y. However, a day before the mobilization was scheduled, another project manager notifies project X’s project manager that the equipment would not be available for at least another month due to delayed activities for project Y. This has jeopardized meeting a critical milestone for project X.
How should project X’s project manager avoid this situation in the future?
- A . Prepare a contingency response plan to implement when delays occur
- B . Ask the other project manager to officially confirm the new date in writing
- C . Request that the other project manager be added to relevant reports
- D . Request that the other project manager inform if any additional delays are expected
Correct Answer: A
A
Explanation:
A contingency response plan helps the project manager to be prepared for unexpected situations, such as delays in equipment mobilization. This plan should outline alternative actions to take in case of such delays, minimizing the impact on the project.
According to the PMBOK® Guide, a contingency response plan is a predefined action that the project team will take if an identified risk event occurs. It is part of the risk response plan, which is the output of the Plan Risk Responses process. The contingency response plan helps the project team to reduce the impact of the risk event on the project objectives, such as scope, schedule, cost, and quality. The contingency response plan should be documented in the risk register, along with the risk triggers, the assigned risk owners, and the allocated contingency reserves.
The project manager for project X should prepare a contingency response plan to avoid the situation of being dependent on the availability of critical equipment from another project, project Y. This is because the equipment mobilization is an external dependency, which is a type of inter-project dependency that occurs when a project relies on another project for a deliverable or resource. Inter-project dependencies are a source of risk for the project, as they may cause delays, conflicts, or changes in the project scope or quality. The project manager should identify, analyze, and monitor the inter-project dependencies, and plan appropriate risk responses to deal with them.
The contingency response plan for the equipment mobilization could include alternative sources of equipment, such as renting, purchasing, or borrowing from other projects or vendors. The contingency response plan could also include schedule adjustments, such as fast-tracking, crashing, or re-sequencing the activities that require the equipment. The contingency response plan should be implemented when the risk trigger occurs, such as the notification of the delay from the other project manager. The project manager should also communicate the contingency response plan to the relevant stakeholders, such as the project sponsor, customer, team members, and other project managers.
The other options are not valid for avoiding the situation in the future:
Ask the other project manager to officially confirm the new date in writing: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Asking for a confirmation in writing may help to document the issue and track the progress, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager’s promises or commitments.
Request that the other project manager be added to relevant reports: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Adding the other project manager to the relevant reports may help to improve the communication and coordination between the projects, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager’s information or updates.
Request that the other project manager inform if any additional delays are expected: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Requesting the other project manager to inform if any additional delays are expected may help to anticipate and prepare for the impact, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager’s forecasts or estimates.
Reference: PMBOK® Guide1, Project interdependency management2, Interdependencies among projects in project portfolio management3, Mastering PMI-RMP Domains, Tasks, and Enablers for Effective Risk4
A
Explanation:
A contingency response plan helps the project manager to be prepared for unexpected situations, such as delays in equipment mobilization. This plan should outline alternative actions to take in case of such delays, minimizing the impact on the project.
According to the PMBOK® Guide, a contingency response plan is a predefined action that the project team will take if an identified risk event occurs. It is part of the risk response plan, which is the output of the Plan Risk Responses process. The contingency response plan helps the project team to reduce the impact of the risk event on the project objectives, such as scope, schedule, cost, and quality. The contingency response plan should be documented in the risk register, along with the risk triggers, the assigned risk owners, and the allocated contingency reserves.
The project manager for project X should prepare a contingency response plan to avoid the situation of being dependent on the availability of critical equipment from another project, project Y. This is because the equipment mobilization is an external dependency, which is a type of inter-project dependency that occurs when a project relies on another project for a deliverable or resource. Inter-project dependencies are a source of risk for the project, as they may cause delays, conflicts, or changes in the project scope or quality. The project manager should identify, analyze, and monitor the inter-project dependencies, and plan appropriate risk responses to deal with them.
The contingency response plan for the equipment mobilization could include alternative sources of equipment, such as renting, purchasing, or borrowing from other projects or vendors. The contingency response plan could also include schedule adjustments, such as fast-tracking, crashing, or re-sequencing the activities that require the equipment. The contingency response plan should be implemented when the risk trigger occurs, such as the notification of the delay from the other project manager. The project manager should also communicate the contingency response plan to the relevant stakeholders, such as the project sponsor, customer, team members, and other project managers.
The other options are not valid for avoiding the situation in the future:
Ask the other project manager to officially confirm the new date in writing: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Asking for a confirmation in writing may help to document the issue and track the progress, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager’s promises or commitments.
Request that the other project manager be added to relevant reports: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Adding the other project manager to the relevant reports may help to improve the communication and coordination between the projects, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager’s information or updates.
Request that the other project manager inform if any additional delays are expected: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Requesting the other project manager to inform if any additional delays are expected may help to anticipate and prepare for the impact, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager’s forecasts or estimates.
Reference: PMBOK® Guide1, Project interdependency management2, Interdependencies among projects in project portfolio management3, Mastering PMI-RMP Domains, Tasks, and Enablers for Effective Risk4
Question #78
At an oil and gas company, a major unified management information system is to be implemented. The project manager noted that risks gathered from the organization’s business functions are not properly identified and categorized, making it difficult to develop an effective risk response .
How should the project manager handle this situation?
- A . Outsource conducting the risk response plan to risk consultants.
- B . Ask functional managers to improve their risk register and process.
- C . Adjust the risk response plans to effectively handle the identified risks.
- D . Coach the functional groups on how to properly conduct the process.
Correct Answer: D
D
Explanation:
The project manager should provide guidance and coaching to the functional groups on how to properly identify and categorize risks. This will help improve the quality of the risk register and ensure an effective risk response plan can be developed.
The project manager should coach the functional groups on how to properly conduct the process of identifying and categorizing risks, as this will help to improve the quality and consistency of the risk information and to facilitate the development of an effective risk response plan. The project manager should also provide guidance and support on how to use the appropriate tools and techniques, such as risk breakdown structure, risk taxonomy, risk checklists, risk interviews, and risk workshops, to elicit and document the risks from different perspectives and sources. By coaching the functional groups, the project manager can also enhance their risk awareness and ownership, and foster a collaborative risk culture within the project.
Reference: The Standard for Risk Management in Portfolios, Programs, and Projects, page 71-72; PMBOK Guide, 6th edition, page 397-398.
D
Explanation:
The project manager should provide guidance and coaching to the functional groups on how to properly identify and categorize risks. This will help improve the quality of the risk register and ensure an effective risk response plan can be developed.
The project manager should coach the functional groups on how to properly conduct the process of identifying and categorizing risks, as this will help to improve the quality and consistency of the risk information and to facilitate the development of an effective risk response plan. The project manager should also provide guidance and support on how to use the appropriate tools and techniques, such as risk breakdown structure, risk taxonomy, risk checklists, risk interviews, and risk workshops, to elicit and document the risks from different perspectives and sources. By coaching the functional groups, the project manager can also enhance their risk awareness and ownership, and foster a collaborative risk culture within the project.
Reference: The Standard for Risk Management in Portfolios, Programs, and Projects, page 71-72; PMBOK Guide, 6th edition, page 397-398.
Question #79
A project team is presenting a delivery plan to a client. Some of the client’s experts do not feel comfortable with some activities at a critical stage. The experts ask to change the plan and present a better alternative.
What should the risk manager do first?
- A . Review and update the project quality management plan.
- B . Conduct a risk assessment process for the critical stage.
- C . Create a more detailed work breakdown structure (WBS).
- D . Add additional time to the delivery plan to cover issues.
Correct Answer: B
Question #80
A project manager has been assigned to a project that is just starting. The organization has a very low risk appetite towards this project due to constraints on budget and schedule. The project stakeholders are very engaged on the project and want to ensure that there is clear visibility on the project risks and progress.
How should the project manager handle stakeholder expectations?
- A . Add buffers to the schedule to accommodate risk.
- B . Ensure the risk register includes all identified risks.
- C . Discuss the risk response strategies with the stakeholders.
- D . Develop a communication plan to share updates on risks.
Correct Answer: D
D
Explanation:
The project manager should discuss the risk response strategies with the stakeholders to handle their expectations. This will help the project manager to align the risk responses with the stakeholder’s risk appetite, preferences, and expectations. It will also help the project manager to obtain the stakeholder’s support and approval for the risk responses. This is the best way to ensure clear visibility on the project risks and progress. Adding buffers to the schedule to accommodate risk (option A) is not a good practice, as it may create false expectations and hide the true impact of risk. Ensuring the risk register includes all identified risks (option B) is important, but it is not enough to handle stakeholder expectations. The project manager also needs to communicate the risk register to the stakeholders and discuss the risk responses with them. Developing a communication plan to share updates on risks (option D) is also a good practice, but it is not sufficient to handle stakeholder expectations. The project manager also needs to involve the stakeholders in the risk response planning process and obtain their feedback and approval.
Reference: PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 97; PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed., 2017, p. 407.
The project manager should develop a communication plan to share updates on risks (D) to handle stakeholder expectations, especially since the organization has a low risk appetite and stakeholders are very engaged. This approach ensures that stakeholders are regularly informed about the project’s risks and progress, addressing their concerns and expectations. This is supported by the PMI’s PMBOK Guide, Sixth Edition.
D
Explanation:
The project manager should discuss the risk response strategies with the stakeholders to handle their expectations. This will help the project manager to align the risk responses with the stakeholder’s risk appetite, preferences, and expectations. It will also help the project manager to obtain the stakeholder’s support and approval for the risk responses. This is the best way to ensure clear visibility on the project risks and progress. Adding buffers to the schedule to accommodate risk (option A) is not a good practice, as it may create false expectations and hide the true impact of risk. Ensuring the risk register includes all identified risks (option B) is important, but it is not enough to handle stakeholder expectations. The project manager also needs to communicate the risk register to the stakeholders and discuss the risk responses with them. Developing a communication plan to share updates on risks (option D) is also a good practice, but it is not sufficient to handle stakeholder expectations. The project manager also needs to involve the stakeholders in the risk response planning process and obtain their feedback and approval.
Reference: PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 97; PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed., 2017, p. 407.
The project manager should develop a communication plan to share updates on risks (D) to handle stakeholder expectations, especially since the organization has a low risk appetite and stakeholders are very engaged. This approach ensures that stakeholders are regularly informed about the project’s risks and progress, addressing their concerns and expectations. This is supported by the PMI’s PMBOK Guide, Sixth Edition.