Questions for the PMI-RMP were updated on : Dec 06 ,2025
A risk manager is collaborating with project stakeholders and the project team to identify risks in a
construction project. The risk manager intends to use an approach that engages stakeholders based
on information, such as scope baseline and project estimates, while also determining risk impacts
based on this approach.
Which risk identification approach should the risk manager use to achieve this goal?
D
Explanation:
Assumptions and constraints analysis focuses on reviewing project documents (scope baseline,
estimates, etc.) to determine what is assumed or constrained, and then assesses the risks arising
from those assumptions and constraints. The PMBOK® Guide describes:
"Assumptions and constraints analysis explores the validity of project assumptions and constraints,
as documented in scope baselines and estimates, and evaluates their potential impact on project
objectives."
— PMBOK® Guide, 6th Edition, Section 11.2.2.2
Reference:
PMBOK® Guide, 6th Edition, Section 11.2.2.2
A risk manager has been assigned to prepare a risk management plan for a new project. Which factor
should the risk manager prioritize when tailoring the risk management processes for the new
project?
B
Explanation:
Tailoring risk management processes is mainly based on the size and duration (complexity) of the
project. The PMBOK® Guide confirms:
"The size, complexity, and duration of the project are primary considerations when tailoring risk
management activities. Larger or longer projects require more rigorous processes."
— PMBOK® Guide, 6th Edition, Section 11.1
Reference:
PMBOK® Guide, 6th Edition, Section 11.1
When should the benefits of quantitative risk analysis be weighed against the effort required to
ensure that the additional insights and value justify the extra effort?
A
Explanation:
The Plan Risk Management process is where the project team determines the depth and breadth of
risk management activities, including whether quantitative risk analysis is appropriate. PMBOK®
Guide says:
"The Plan Risk Management process determines how to approach and conduct the risk management
activities for a project. This includes weighing the benefits and effort of advanced techniques such as
quantitative risk analysis."
— PMBOK® Guide, 6th Edition, Section 11.1
Reference:
PMBOK® Guide, 6th Edition, Section 11.1
The risk manager for a large-scale software development project with a tight deadline and multiple
stakeholders highlights concerns about potential delays, communication gaps, and vendor reliability.
During the early stages of the project, the project sponsor requests that the risk manager identify
and address any potential risks that could disrupt project delivery.
What should the risk manager do?
C
Explanation:
Risk management exercises—such as workshops, brainstorming, or facilitated sessions—are the
correct approach to proactively identify and address risks, especially early in the project. The
PMBOK® Guide states:
"Risk identification should be performed using systematic exercises and techniques such as
facilitated workshops, interviews, and checklists to ensure all potential risks are considered."
— PMBOK® Guide, 6th Edition, Section 11.2
Reference:
PMBOK® Guide, 6th Edition, Section 11.2
A financial service firm adheres to heavily regulated compliance legislation. During the firm's latest
project, the Chief Financial Officer (CFO) and the Chief Information Officer (CIO) endorsed a risk-
based approach. This approach ensured compliance with the legislative requirements for properly
storing confidential employee salary information. The risk manager recorded this information in the
project's risk management plan.
What is the organization's risk maturity level?
D
Explanation:
An organization that uses an integrated, risk-based approach supported by executive management
and documents this in a risk management plan demonstrates a high level of risk maturity. This aligns
with best practice models such as the PMI’s Organizational Project Management Maturity Model
(OPM3) and ISO 31000:
"High maturity organizations have risk management integrated with governance and strategic
decision-making, with executive-level endorsement and formal documentation."
— ISO 31000:2018, Section 5.2
"At the highest maturity, risk management is part of the culture and is proactively used to achieve
objectives."
— OPM3, PMI
Reference:
ISO 31000:2018, Section 5.2
PMI OPM3 Model
A risk manager is assigned to a mobile network deployment project with a strict contractually
agreed-on schedule. One of the key risks identified has materialized. There is insufficient staffing
because critical resources are dedicated to strategic projects in the organization. The risk manager
expected the resource manager to notice this, but the resource manager thought the project experts
would be alerting the team during the project.
What should the risk manager do to prevent this from happening again?
C
Explanation:
Assigning a risk owner is a foundational principle in risk management, ensuring that each risk has
someone fully accountable for monitoring, controlling, and responding to the risk. According to the
PMBOK® Guide:
"Risk owners should be assigned to each risk. The risk owner is the person responsible for planning
an appropriate risk response and ensuring it is implemented as planned."
— PMBOK® Guide, 6th Edition, Section 11.3.2.1
Without a clearly assigned risk owner, responsibility can be ambiguous, leading to gaps in monitoring
and response.
Reference:
PMBOK® Guide, 6th Edition, Section 11.3.2.1
Practice Standard for Project Risk Management, PMI, Section 5.3
A risk manager is integrated into a team overseeing a crucial software development project. During
the information gathering phase, the risk manager notices significant weaknesses in the maturity of
the risk management process. The team needs to establish a more structured approach to managing
risks, including the documentation of strategies, ownership structures, and details about the
organization's project risk baseline.
What should the risk manager do?
A
Explanation:
A risk management plan is the foundational document for risk management. It defines processes,
ownership, strategies, and baselines, and must be developed first before other detailed risk actions.
PMBOK® Guide specifies:
"The risk management plan is the key document that outlines the approach, processes, roles,
responsibilities, and documentation requirements for risk management."
— PMBOK® Guide, 6th Edition, Section 11.1
Reference:
PMBOK® Guide, 6th Edition, Section 11.1
An organization is executing two projects — Project A and Project B — simultaneously. A previously
identified risk will impact the schedule for Project
B
Explanation:
Collaborating with other project risk managers ensures cross-project opportunities and risks are
leveraged or mitigated appropriately. The PMBOK® Guide encourages this approach:
"When risks or opportunities cross project boundaries, risk managers should consult with other
project teams to identify synergies and dependencies."
— PMBOK® Guide, 6th Edition, Section 11.1
Reference:
PMBOK® Guide, 6th Edition, Section 11.1
The sponsor of a construction project is upset about the results of the risk management team. The
sponsor believes the team did not properly identify the risks that could affect the project. The team
did manage the risks; however, some of the risk response strategies created secondary risks.
What should the risk management team have done to manage this situation?
C
Explanation:
Effective communication with sponsors and stakeholders about both primary and secondary risks is
crucial. PMBOK® Guide states:
"Secondary risks... should be communicated to stakeholders and sponsors to ensure transparency
and allow for appropriate responses."
— PMBOK® Guide, 6th Edition, Section 11.5
Reference:
PMBOK® Guide, 6th Edition, Section 11.5
During project execution for a software development program, a risk manager notices the results
vary from the stated expectations in the planning phase. The project team states that there was
unrealistic planning.
What should the risk manager do next to understand the differences between planning and
execution?
D
Explanation:
Assumptions made during planning need to be reviewed to understand deviations in actual results.
PMBOK® Guide states:
"Reviewing project assumptions is key to understanding variances between planned and actual
performance, as invalid or changed assumptions often cause project deviations."
— PMBOK® Guide, 6th Edition, Section 11.2
Reference:
PMBOK® Guide, 6th Edition, Section 11.2
Some engineers are completing an activity that will alert the project team if there is a risk of
requiring additional effort to complete the project. What should the risk manager do in case the
trigger arises?
A
Explanation:
A contingency plan is pre-planned for specific risk triggers. When the trigger is observed, the
contingency plan should be activated as specified. PMBOK® Guide states:
"If a risk trigger occurs, the corresponding contingency plan or fallback plan should be implemented
as documented in the risk response plan."
— PMBOK® Guide, 6th Edition, Section 11.6
Reference:
PMBOK® Guide, 6th Edition, Section 11.6
A new project to develop a custom software solution for a high-profile client is being initiated. The
project sponsor emphasizes the importance of delivering the solution on time and within budget, as
this project could lead to significant future opportunities. The risk manager recognizes that the team
lacks a standardized approach to managing risks and that some team members are unfamiliar with
risk management practices.
What should the risk manager do?
B
Explanation:
Establishing a risk management framework and involving the team in developing the risk plan
creates ownership and builds risk management capability. PMBOK® Guide states:
"A risk management plan should be developed early in the project and should involve the project
team to ensure buy-in and effective implementation."
— PMBOK® Guide, 6th Edition, Section 11.1
Reference:
PMBOK® Guide, 6th Edition, Section 11.1
A project team is overseeing the construction of a new office building. The project is complex,
involving multiple contractors, regulatory requirements, and a tight schedule. During a team
meeting, the risk manager realizes that a formal risk identification exercise has not yet been
conducted.
Given the project's complexity, what should the risk manager do?
C
Explanation:
For complex projects, facilitating a risk identification exercise with key stakeholders ensures
thoroughness. PMBOK® Guide recommends:
"Formal risk identification with all relevant stakeholders is critical, particularly in complex projects, to
ensure all potential risks are recognized."
— PMBOK® Guide, 6th Edition, Section 11.2
Reference:
PMBOK® Guide, 6th Edition, Section 11.2
A risk manager schedules workshops for identifying risks about an initiative involving multiple
business units, recruitments for different roles, procurements, technological uplift, training, and
changes in the ways of working. Who should participate in the risk management activity?
B
Explanation:
Including both internal and external stakeholders ensures diverse perspectives and comprehensive
risk identification. PMBOK® Guide states:
"Stakeholder participation, including both internal and external stakeholders, is essential during risk
identification to ensure a broad and complete identification of risks."
— PMBOK® Guide, 6th Edition, Section 11.2
Reference:
PMBOK® Guide, 6th Edition, Section 11.2
During a project team meeting, a risk manager realizes that the initial assumptions on the project
schedule are too optimistic. The risk manager believes that the project might not meet its deadline
as initially stated.
What is the reason for misunderstanding the assumptions from the beginning?
C
Explanation:
Relying solely on historical project results for new assumptions can cause errors, as unique
circumstances may differ. The PMBOK® Guide notes:
"Assumptions should be validated as part of project planning. Overreliance on past project data
without proper contextual analysis can result in unrealistic expectations."
— PMBOK® Guide, 6th Edition, Section 11.2
Reference:
PMBOK® Guide, 6th Edition, Section 11.2