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 #81
A project team has completed plan risk response activities and has identified three critical risk response plans to major risk events. The responses have been monitored and implemented, with one of the responses presenting the two secondary risks .
What should the risk manager do next?
- A . Assess the risk register to ensure the secondary risks are realistic.
- B . Assess the impact of residual and secondary risks on project objectives.
- C . Assess the change log to establish that changes were implemented.
- D . Assess the stakeholder register to determine the impact of initial risks.
Correct Answer: B
Question #82
A risk manager for a cross-functional project is initiating the risk identification process. The risk manager conducted some meetings for stakeholders to express their concerns, but some stakeholders are complaining that their opinions were not considered .
How should the risk manager address these concerns?
- A . Refer to the requirements documentation to confirm stakeholder requirements as they relate to risks.
- B . Refer to the project charter to find guidelines and stakeholder communication channels.
- C . Review the stakeholder register and stakeholder engagement plan to communicate and solicit stakeholder input.
- D . Rewrite the risk register to include the additional possible risks and inform the stakeholders.
Correct Answer: C
C
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 review the stakeholder register and stakeholder engagement plan to communicate and solicit stakeholder input on risks throughout the project life cycle 1. The stakeholder register is a project document that identifies the project stakeholders, their roles, interests, expectations, influence, and communication requirements2. The stakeholder engagement plan is a component of the project management plan that describes the strategies and actions to promote productive involvement of stakeholders in project decision making and execution3. In this scenario, the risk manager should review these documents to address the concerns of some stakeholders who are complaining that their opinions were not considered in the risk identification process. The risk manager should communicate with the stakeholders according to their preferences and needs, and solicit their input on the project risks using various tools and techniques, such as interviews, surveys, brainstorming, etc. The risk manager should also update the stakeholder register and stakeholder engagement plan as needed to reflect any changes in the stakeholder community or their expectations. The risk manager should not refer to the requirements documentation to confirm stakeholder requirements as they relate to risks, because that is not a direct way to address the stakeholders’ concerns, and it may not capture all the potential risks that the stakeholders may identify4. The risk manager should not refer to the project charter to find guidelines and stakeholder communication channels, because the project charter is a high-level document that does not provide detailed information on how to communicate and engage with the stakeholders5. The risk manager should not rewrite the risk register to include the additional possible risks and inform the stakeholders, because that is a premature and presumptuous action that may not reflect the actual views and inputs of the stakeholders, and it may create more confusion and dissatisfaction among them6.
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 5133: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 5184: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 1525: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 776: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 414.
C
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 review the stakeholder register and stakeholder engagement plan to communicate and solicit stakeholder input on risks throughout the project life cycle 1. The stakeholder register is a project document that identifies the project stakeholders, their roles, interests, expectations, influence, and communication requirements2. The stakeholder engagement plan is a component of the project management plan that describes the strategies and actions to promote productive involvement of stakeholders in project decision making and execution3. In this scenario, the risk manager should review these documents to address the concerns of some stakeholders who are complaining that their opinions were not considered in the risk identification process. The risk manager should communicate with the stakeholders according to their preferences and needs, and solicit their input on the project risks using various tools and techniques, such as interviews, surveys, brainstorming, etc. The risk manager should also update the stakeholder register and stakeholder engagement plan as needed to reflect any changes in the stakeholder community or their expectations. The risk manager should not refer to the requirements documentation to confirm stakeholder requirements as they relate to risks, because that is not a direct way to address the stakeholders’ concerns, and it may not capture all the potential risks that the stakeholders may identify4. The risk manager should not refer to the project charter to find guidelines and stakeholder communication channels, because the project charter is a high-level document that does not provide detailed information on how to communicate and engage with the stakeholders5. The risk manager should not rewrite the risk register to include the additional possible risks and inform the stakeholders, because that is a premature and presumptuous action that may not reflect the actual views and inputs of the stakeholders, and it may create more confusion and dissatisfaction among them6.
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 5133: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 5184: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 1525: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 776: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, page 414.
Question #83
An organization faces immense competition in the market and decides to accelerate a key project .
What is the first action for the project risk manager to take?
- A . Update the risk register
- B . Meet with the project’s stakeholders
- C . Revise the risk management plan
- D . Ensure sufficient resources are available
Correct Answer: C
C
Explanation:
According to the PMBOK® Guide1, the risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed. It provides guidance on how the project team will identify, analyze, respond, monitor, and control risks throughout the project life cycle. The risk management plan should be reviewed and updated whenever there are changes in the project scope, schedule, budget, or objectives, as these changes may introduce new risks or affect the existing ones. In this case, the organization’s decision to accelerate a key project is a significant change that may alter the risk profile of the project. Therefore, the first action for the project risk manager to take is to revise the risk management plan to reflect the new situation and ensure that the risk management processes are aligned with the project objectives and constraints. This is part of the Plan Risk Management process in the PMBOK® Guide 1.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition
C
Explanation:
According to the PMBOK® Guide1, the risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed. It provides guidance on how the project team will identify, analyze, respond, monitor, and control risks throughout the project life cycle. The risk management plan should be reviewed and updated whenever there are changes in the project scope, schedule, budget, or objectives, as these changes may introduce new risks or affect the existing ones. In this case, the organization’s decision to accelerate a key project is a significant change that may alter the risk profile of the project. Therefore, the first action for the project risk manager to take is to revise the risk management plan to reflect the new situation and ensure that the risk management processes are aligned with the project objectives and constraints. This is part of the Plan Risk Management process in the PMBOK® Guide 1.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition
Question #84
A risk manager on an infrastructure project gathers and analyzes performance data. The risk manager wants to identify which variables will impact the schedule and determine how these factors interact.
Which data analysis tool should the risk manager use to forecast future performance?
- A . Sensitivity analysis
- B . What -if scenario analysis
- C . Regression analysis
- D . Decision tree analysis
Correct Answer: B
B
Explanation:
Regression analysis is a data analysis tool that helps identify variables that impact the schedule and determine how these factors interact. It is used to forecast future performance based on historical data and the relationship between variables. (Reference: PMBOK Guide, 6th Edition, p. 248)
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, regression analysis is a data analysis tool that examines the relationship between one or more independent variables and a dependent variable 1. Regression analysis can be used to forecast future performance based on historical data and trends2. In this case, the risk manager wants to identify which variables will impact the schedule (the dependent variable) and determine how these factors interact (the independent variables). Therefore, the risk manager should use regression analysis to create a mathematical model that can predict the schedule performance based on the values of the variables. Regression analysis can also help the risk manager to assess the significance and strength of the relationship between the variables and the schedule3.
Reference: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 720 2: PMI, Practice Standard for Project Risk Management, 2009, p. 95 3: Tips and Tricks for Passing the Risk Management Professional (PMI-RMP …
B
Explanation:
Regression analysis is a data analysis tool that helps identify variables that impact the schedule and determine how these factors interact. It is used to forecast future performance based on historical data and the relationship between variables. (Reference: PMBOK Guide, 6th Edition, p. 248)
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, regression analysis is a data analysis tool that examines the relationship between one or more independent variables and a dependent variable 1. Regression analysis can be used to forecast future performance based on historical data and trends2. In this case, the risk manager wants to identify which variables will impact the schedule (the dependent variable) and determine how these factors interact (the independent variables). Therefore, the risk manager should use regression analysis to create a mathematical model that can predict the schedule performance based on the values of the variables. Regression analysis can also help the risk manager to assess the significance and strength of the relationship between the variables and the schedule3.
Reference: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, 2017, p. 720 2: PMI, Practice Standard for Project Risk Management, 2009, p. 95 3: Tips and Tricks for Passing the Risk Management Professional (PMI-RMP …
Question #85
Some project risks are applicable for the project’s lifecycle while others risks are only applicable to specific project activities.
When should project risks be closed?
- A . When the forecast activity date has been met or exceeded
- B . When the stakeholders agree a risk is no longer applicable
- C . When the risk has been realized and can no longer happen again
- D . When iterative data analysis determines the risk is not applicable
Correct Answer: B
B
Explanation:
Project risks should be closed when the stakeholders agree a risk is no longer applicable. This ensures that risks are actively managed and only relevant risks are considered throughout the project lifecycle.
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, project risks are uncertain events or conditions that may have a positive or negative effect on one or more project objectives 1. Project risks can be closed when they are no longer applicable to the project or its activities. The process of closing project risks involves verifying that the risk responses have been completed, documenting the outcomes, and evaluating the effectiveness of the risk management process2. The decision to close a project risk should be made by the stakeholders who are responsible for or affected by the risk, as they are the ones who can determine whether the risk is still relevant or not. Therefore, the correct answer is B. When the stakeholders agree a risk is no longer applicable.
Reference: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth
Edition, 2017, p. 397 2: PMI, Practice Standard for Project Risk Management, 2009, p. 111
B
Explanation:
Project risks should be closed when the stakeholders agree a risk is no longer applicable. This ensures that risks are actively managed and only relevant risks are considered throughout the project lifecycle.
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, project risks are uncertain events or conditions that may have a positive or negative effect on one or more project objectives 1. Project risks can be closed when they are no longer applicable to the project or its activities. The process of closing project risks involves verifying that the risk responses have been completed, documenting the outcomes, and evaluating the effectiveness of the risk management process2. The decision to close a project risk should be made by the stakeholders who are responsible for or affected by the risk, as they are the ones who can determine whether the risk is still relevant or not. Therefore, the correct answer is B. When the stakeholders agree a risk is no longer applicable.
Reference: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth
Edition, 2017, p. 397 2: PMI, Practice Standard for Project Risk Management, 2009, p. 111
9 1. The risk manager is facilitating risk planning activities with the team. The team is documenting all the check points along the way that might indicate delays on critical deliverables .
What is this an example of?
Question #86
A project manager wants to introduce a new technology to improve a project’s performance. However, there are some costs associated that are beyond the current budget, and the proposed technology has not been applied to any previous company projects .
What should the project manager do in this situation?
- A . Escalate this initiative to project decision makers and sponsors.
- B . Accept the fact that there is a risk associated with this new technology.
- C . Take advantage of this opportunity of Improving the project performance.
- D . Outsource the implementation of the new technology as soon as possible.
Correct Answer: C
C
Explanation:
The project manager should escalate this initiative to project decision makers and sponsors, as they have the authority to approve changes in budget and scope. They can evaluate the potential benefits and associated with the new technology and make an informed decision on whether to proceed. According to the PMBOK® Guide1, an opportunity is a risk that would have a positive effect on one or more project objectives if it occurs. Opportunities are uncertain events or conditions that can enhance or facilitate the achievement of project goals, such as cost savings, schedule acceleration, quality improvement, or scope expansion. A project manager should take advantage of opportunities by implementing risk responses that seek to maximize their probability and/or positive impact. In this case, the project manager wants to introduce a new technology to improve the project’s performance, which is an opportunity for the project. The project manager should take advantage of this opportunity by planning and executing appropriate risk responses, such as exploiting, enhancing, sharing, or accepting the opportunity. This is part of the Plan Risk Responses and Implement Risk Responses processes in the PMBOK® Guide 1.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
C
Explanation:
The project manager should escalate this initiative to project decision makers and sponsors, as they have the authority to approve changes in budget and scope. They can evaluate the potential benefits and associated with the new technology and make an informed decision on whether to proceed. According to the PMBOK® Guide1, an opportunity is a risk that would have a positive effect on one or more project objectives if it occurs. Opportunities are uncertain events or conditions that can enhance or facilitate the achievement of project goals, such as cost savings, schedule acceleration, quality improvement, or scope expansion. A project manager should take advantage of opportunities by implementing risk responses that seek to maximize their probability and/or positive impact. In this case, the project manager wants to introduce a new technology to improve the project’s performance, which is an opportunity for the project. The project manager should take advantage of this opportunity by planning and executing appropriate risk responses, such as exploiting, enhancing, sharing, or accepting the opportunity. This is part of the Plan Risk Responses and Implement Risk Responses processes in the PMBOK® Guide 1.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
Question #87
During project development, a risk manager notices that a major update in the country’s regulations might be happening in the upcoming months. These changes will affect the materials used in building some of the components of the final product. The project team is unsure if this risk will affect the project negatively or positively.
Which tool should the project team use to determine this?
- A . Sensitivity analysis
- B . Threshold analysis
- C . Reserve analysis
- D . Strengths, weaknesses, opportunities, and threats (SWOT) analysis
Correct Answer: A
Question #88
A project is In the initiation phase. The project stakeholders are Invited to a meeting to share their thoughts that may impact the project In a positive or negative way .
What will be the main output of this meeting?
- A . Evaluating the project’s probability of success
- B . Identifying threats and opportunities
- C . Evaluating the project’s impact
- D . Performing a qualitative analysis
Correct Answer: B
B
Explanation:
The main output of the stakeholder meeting in the initiation phase is to identify threats and opportunities that may impact the project in a positive or negative way. This information will be used to develop the risk management plan.
The meeting that the project stakeholders are invited to in the initiation phase is part of the Identify Risks process. The purpose of this process is to identify the risks that may affect the project objectives in a positive or negative way, and to document their characteristics. The main output of this process is the risk register, which is a document that contains the list of identified risks, their causes, potential responses, and other relevant information. The risk register is an essential input for the subsequent risk management processes, such as Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Monitor Risks. Therefore, the correct answer is B. Identifying threats and opportunities.
Reference: PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 79-80, 86-87.
B
Explanation:
The main output of the stakeholder meeting in the initiation phase is to identify threats and opportunities that may impact the project in a positive or negative way. This information will be used to develop the risk management plan.
The meeting that the project stakeholders are invited to in the initiation phase is part of the Identify Risks process. The purpose of this process is to identify the risks that may affect the project objectives in a positive or negative way, and to document their characteristics. The main output of this process is the risk register, which is a document that contains the list of identified risks, their causes, potential responses, and other relevant information. The risk register is an essential input for the subsequent risk management processes, such as Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Monitor Risks. Therefore, the correct answer is B. Identifying threats and opportunities.
Reference: PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 79-80, 86-87.
Question #89
A list of risks was identified that could occur during the design phase. Now, the team finished the design phase and those risks did not materialize .
What should the project manager do next?
- A . Close the risks and update their status in the risk register.
- B . Use their contingency with other risks that are still open.
- C . Remove the risk from the list as they are no longer applicable.
- D . Reevaluate those risks’ severity, and update the risk register.
Correct Answer: A
A
Explanation:
Since the design phase is complete and the identified risks did not materialize, the project manager should close the risks and update their status in the risk register.
The project manager should close the risks that did not materialize during the design phase and update their status in the risk register. Closing risks is part of the monitor and close risks process, which involves tracking the implementation of risk responses, monitoring the residual and secondary risks, and evaluating the effectiveness of risk management throughout the project. Closing risks also involves updating the risk register with the current status of the risks, the outcomes of the risk responses, and any lessons learned from the risk management process. Updating the risk register helps to maintain an accurate and updated record of the project risks and their impacts.
Reference: PMI, Project Risk Management, 2nd edition, 2019, p. 97-981
A
Explanation:
Since the design phase is complete and the identified risks did not materialize, the project manager should close the risks and update their status in the risk register.
The project manager should close the risks that did not materialize during the design phase and update their status in the risk register. Closing risks is part of the monitor and close risks process, which involves tracking the implementation of risk responses, monitoring the residual and secondary risks, and evaluating the effectiveness of risk management throughout the project. Closing risks also involves updating the risk register with the current status of the risks, the outcomes of the risk responses, and any lessons learned from the risk management process. Updating the risk register helps to maintain an accurate and updated record of the project risks and their impacts.
Reference: PMI, Project Risk Management, 2nd edition, 2019, p. 97-981
Question #90
A risk manager completed risk response planning for a project that is currently in the execution phase. During a periodic review of the risk register, the project manager recognizes that some key secondary risks have not been considered.
Who should the project manager hold accountable for missing the risks?
- A . The audit team
- B . The risk manager
- C . The risk owners
- D . The discipline engineers
Correct Answer: B
B
Explanation:
The risk manager is responsible for ensuring that all risks, including secondary risks, are identified and addressed during the risk response planning process. If key secondary risks were missed, the risk manager should be held accountable. (Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Section 1 1. 5)
The risk manager is responsible for identifying and analyzing risks, as well as planning and implementing risk responses. Secondary risks are those risks that arise as a direct result of implementing a risk response to a specific risk. The risk manager should have considered the potential secondary risks during the risk response planning and updated the risk register accordingly. The project manager should hold the risk manager accountable for missing the secondary risks and ensure that they are properly addressed12
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Handbook, page 10 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, page 1 1. 2.2.1
B
Explanation:
The risk manager is responsible for ensuring that all risks, including secondary risks, are identified and addressed during the risk response planning process. If key secondary risks were missed, the risk manager should be held accountable. (Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Section 1 1. 5)
The risk manager is responsible for identifying and analyzing risks, as well as planning and implementing risk responses. Secondary risks are those risks that arise as a direct result of implementing a risk response to a specific risk. The risk manager should have considered the potential secondary risks during the risk response planning and updated the risk register accordingly. The project manager should hold the risk manager accountable for missing the secondary risks and ensure that they are properly addressed12
Reference: 1: PMI Risk Management Professional (PMI-RMP) ® Handbook, page 10 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, page 1 1. 2.2.1