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PMI-RMP Questions and Answers

Question # 6

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.

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Question # 7

A highly complex project is about to start Considering that many changes and new information will arise as the work moves forward, key stakeholders are anxious about not addressing risks on time

What should the risk manager do in this situation?

A.

Establish a formal and upfront risk identification process.

B.

Use a detailed and quantitative risk assessment process.

C.

Create an effective and clear risk communication process.

D.

Adopt a dynamic and frequent risk management process.

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Question # 8

During a project progress meeting, a project team member is concerned that one of the risks has triggered several other low-level risks. These risks should be responded to quickly or there will be severe consequences for the project deliverables.

What should the risk manager do?

A.

Update the watchlist.

B.

Initiate a risk response when these risks occur.

C.

Address only the high-priority risk.

D.

Perform a risk urgency assessment.

 

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Question # 9

During a risk identification process in a construction project, the lack of space to install air conditioners is raised as a risk with high impact. Which is an example of an early risk trigger?

A.

A potential need to share the space with other machinery

B.

A different type of equipment received before installation

C.

A time delay during air conditioning installation activities

D.

A quality nonconformance issue raised during the inspection

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Question # 10

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

 

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Question # 11

A project manager is working on a construction project. Based on past experience, the project manager identifies a risk that a supplier of a critical material may not deliver on time. The project manager has already accounted for this risk in the risk management plan. If this risk materializes, the project manager plans to procure the material from a different supplier. A potential risk in this plan is that there may be differences in the material provided by the first and second supplier.

What type of risk is this?

A.

Residual risk

B.

Primary risk

C.

Secondary risk

D.

Normal risk

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Question # 12

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.

 

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Question # 13

A project is at the final development stage. The test lead informs the risk manager that a key feature may not be testable due to changes in the environment

What should the risk manager do?

A.

Confirm the risk triggers are still valid.

B.

Ask the architect to develop acceptance criteria.

C.

Review the feature with the project team.

D.

Escalate the issue to the project board.

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Question # 14

An organization with a large computer network identified a potential cyber security threat. Although certain measures were implemented to avoid the risk, the cyber security threat occurs. The measures were partially successful and a new unforeseen risk emerges.

What should the risk owner do?

A.

Develop an efficient network protection solution quickly to mitigate the risk.

B.

Escalate the case to the risk manager and wait for their instructions.

C.

Conduct an analysis to determine the root cause of the failed response.

D.

Apply a work around to eliminate or mitigate the impact of the threat.

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Question # 15

What is an example of legal and regulatory requirements and/or constraints when assessing a project environment for threats and opportunities?

A.

Organizational communication requirements

B.

Organizational standard policies, processes, and procedures

C.

Formal knowledge sharing and information sharing procedures

D.

Confidentiality of project information

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Question # 16

The risk manager also serves as a facilitator for a project and realizes the project team members have biases impacting how they perceive risks. What analysis is currently being used?

A.

Quantitative risk analysis

B.

Force field analysis

C.

Qualitative risk analysis

D.

Stakeholder analysis

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Question # 17

Upon reviewing the risk analysis results, the project manager notices several risks that occur more frequently than others. What should the project manager do?

A.

Reduce the probabilities of those risks on the risk register

B.

Transfer ownership of those risks to the customer

C.

Implement the risk handling strategies for those risks

D.

Request additional management reserve for those risks

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Question # 18

During project planning, a risk is identified for which the risk manager has defined a mitigation strategy. Later during project execution, this risk still leaves substantial residual risk.

What should the risk manager do to handle this situation?

A.

Revisit this risk in the risk register and redefine the mitigation strategy.

B.

Activate the contingency plan to handle this risk during execution.

C.

Mark this new risk as an extremely high priority and inform all stakeholders.

D.

Ask the project sponsor for more budget to deal with this risk.

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Question # 19

A project team has completed the risk response plan for a newly identified major project risk. Some team members argue the plan does not totally eliminate the risk, considering the effort required to implement it, and feel the planned response should be thrown out altogether.

What should the risk manager do in this situation?

A.

Accept the response because there are no secondary risks were identified.

B.

The response plan should be discontinued and the risk should be accepted and dealt with if it occurs.

C.

Accept the residual risk as it is compatible with the organization's risk appetite.

D.

All identified risks must be addressed because they might significantly impact the project if they occur.

 

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Question # 20

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.

 

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Question # 21

During the design phase the project team is exploring various architecture options. After reviewing the results of design pilot, two conflicting infrastructure pieces were identified.

What action should the project manager take?

A.

Reassess the design for the two pieces.

B.

Escalate the situation and request approval to move forward.

C.

Confirm the results through a second pilot.

D.

Update the assumptions log and assess the risk associated with it.

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Question # 22

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.

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Question # 23

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?

A.

Import a risk register from other industry chemical laboratories.

B.

Define chemical laboratory safety risk thresholds.

C.

Review published operational experience reports.

D.

Draft threat and opportunity risks that come to mind.

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Question # 24

A project manager has requested the risk manager's support in deciding whether to purchase a new component to expedite project execution. The component price is US$100,000 and there is a 30% chance that it might not function as expected resulting in an additional US$50,000 cost However, if the component does work well the project will make a profit of USS500.000. If the component is not purchased, there is an 80% chance of failure with an impact of US$250 000.

What should the risk manager recommend?

A.

The new component should be purchased.

B.

Both options are losses to the project.

C.

Cost to expedite the execution is not worth the added risk.

D.

Perform a Monte Carlo simul-ation to quantify the impacts.

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Question # 25

After presenting a list of risks to the major project stakeholders and project sponsor, the board requested the risks be sorted differently from the results presented by the project team. This is a major issue and will cause a 2-week delay in the project.

How could the risk manager have avoided the board's response?

A.

Engaging the key stakeholders during the prioritization process

B.

Prioritizing the risks based on the project sponsor's risk appetite

C.

Engaging with the project sponsor before presenting to the board

D.

Working with an established industry standard prioritization method

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Question # 26

In reviewing the team's identified project risks, a project manager identified an opportunity to assign more resources to ensure the company receives the project's incentive payment for early completion.

In implementing this plan, which response should the risk manager use?

A.

Exploit

B.

Accept

C.

Share

D.

Enhance

 

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Question # 27

A risk manager manages risks in a construction project. A stakeholder mentions that if there is less than a 50% chance of rain, construction should continue. Another stakeholder says that if there is less than a 60% chance of rain, construction should continue.

What should the risk manager do next to find out the correct limit?

A.

Review the agreed-upon risk tolerance

B.

Perform a sensitivity analysis of the risk

C.

Find out the stakeholders’ risk appetite

D.

Use industry standard risk thresholds

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Question # 28

A newly assigned risk manager realizes that a project has unrealistic funding and low resources. Which document should the risk manager review?

A.

Risk assessment criteria

B.

Project management plan

C.

Project assumptions

D.

Risk management plan

 

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Question # 29

During the project's lifecycle, project risk managers must monitor any risks and address risk responses. What does this level of monitoring consist of?

A.

Carry out the agreed risk response action should the risk occur.

B.

Provide a numerical estimate of the overall effect of risk on the objectives.

C.

Track identified risks and maintain the viability of response plans.

D.

Develop the overall risk management strategy for risk integration.

 

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Question # 30

Towards the end of definitive design, project costs have increased to the point where it will be classified as a capital asset project. The customer has expressed they want one final total project completion date and will afford no extensions after it is established.

How should the risk manager proceed?

A.

Perform a qualitative risk analysis and update the results.

B.

Update the assumptions/exclusions register with the new information.

C.

Update the risk register and prepare for the Monte Carlo analysis.

D.

Perform a quantitative risk analysis and update the results.

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Question # 31

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 simul-ations)

 

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Question # 32

The project risk manager is in the process of identifying risks. The project sponsor has communicated that there is an influential stakeholder who has a senior management position. The other stakeholders do not feel comfortable speaking in front of this stakeholder.

What should the project risk manager do next to identify risks?

A.

Review the risk breakdown structure to ensure project scope is covered.

B.

Use the brainstorming technique to remove personal bias.

C.

Use expert judgment to remove ego or emotional conflict.

D.

Consider the Delphi technique to gather all stakeholder opinions.

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Question # 33

As per the risk analysis process carried out for a project, two risks are registered. The probability risk A will occur is 40% and its monetary impact to the project is US$100,000. The probability risk B will occur is 60% and its monetary impact to the project is US$20,000.

What is the total contingency budget that should be created?

A.

US$68,000

B.

US$52,000

C.

US$120,000

D.

US$80,000

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Question # 34

A mega facility development project is evaluating some options to achieve the project schedule and budget. Each option's success is driven by multiple quantifiable factors.

What should the project manager do to evaluate and select the best option based on costs and probabilities?

A.

Perform a FMECA fault tree analysis

B.

Conduct a sensitivity analysis

C.

Perform a decision tree analysis

D.

Conduct an analytic hierarchy process

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Question # 35

An organization faces immense competition in the market and decides 10 accelerate a key project. What is the first action for the project risk manager to take?

A.

Ensure sufficient resources are available

B.

Revise the risk management plan

C.

Update the risk register

D.

Meet with the project's stakeholders

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Question # 36

A risk manager administered a pre-workshop risk survey in preparation for the upcoming workshop. The workshop invitees participated in the survey and submitted many risks encompassing all project phases and risk areas. The risk manager sorts risks by similarities and categories for the workshop.

What should the risk manager do next to visually organize the risks?

A.

Develop an affinity diagram

B.

Perform the analytical hierarchy process

C.

Perform a SWOT analysis

D.

Assign probability and impact

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Question # 37

Stakeholder holiday schedules and availability of raw materials were two risks initially identified in a manufacturing project. The risk manager now notices that both risks are not quite as originally described and might require a plan change.

What should the risk manager do next?

A.

Consult with the project manager to agree that these risks should be removed from the risk register

B.

Keep the risks in the risk register and continue to follow up until the change actually takes place.

C.

Identify workarounds that can be implemented whether or not the change takes place.

D.

Revisit the project the assumptions and constraints to potentially update the risk impact and response.

 

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Question # 38

A project manager for a predictive project just received a scope change request where additional development is required. What should the risk manager do to support the project manager with this scope change request?

A.

Evaluate any new risks that are introduced due to the change in scope.

B.

Update the risk management plan to reflect the scope change.

C.

Reassess the identified risks that impact the project scope.

D.

Update the risk register to identify, analyze, and plan a response for any new risk.

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Question # 39

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.

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Question # 40

A risk manager has been assigned to a project in a company that is undergoing a significant cultural and organizational change. The risk manager will start planning risk management. activities with stakeholders but is unsure with whom to engage.

What should the risk manager do?

A.

Assign a subset of stakeholders to work on the risk management process.

B.

Leverage the project manager's project stakeholder analysis.

C.

Agree with the project manager not to start risk activities.

D.

Send a communication inviting volunteers to join risk activities.

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Question # 41

During a meeting with a project team, a project manager asks a risk manager to determine the risk events that could potentially have the most impact on a 2-year project with a budget of US$800 000. Which approach should the risk manager suggest the project manager take?

A.

Sensitivity analysis

B.

simul-ation analysis

C.

Monte Carlo simul-ation

D.

Quantitative analysis

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Question # 42

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.

 

 

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Question # 43

in a complex and critical project, a sponsor asks the risk manager to determine where the project's concentration of risks is greatest by performing a quantitative risk analysis. There are no organizational process assets (OPAs)s about the risk categories.

Which tool could the risk manager use to discover the project risk categories?

A.

Work breakdown structure (WBS)

B.

Affinity diagram

C.

Monte Carlo simul-ation

D.

Mind mapping

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Question # 44

The project manager leading a company's digital signature initiative for engineering drawings has identified threats and opportunities using a strengths, weaknesses, opportunities, and threats (SWOT) analysis.

What are two potential threats or opportunities under the SWOT analysis? (Choose two.)

A.

The management team agreeing to include more resource for the digital signature initiative.

B.

The organization's professional engineers having reservations about possible information tampering.

C.

A growing number of competitors with digital signatures.

D.

An elimination of manual steps associated with recording wet signatures

E.

The growing adoption of mobile communications in the industry.

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Question # 45

A project has consistently been lagging in cost performance index (CPI) and schedule performance index (SPI) over the past few months. The risk manager realizes that some activities are taking longer than expected and more resources are needed.

Which project artifact should the risk manager analyze to mitigate the risk of further project overrun?

A.

Schedule and resource assumptions

B.

Contingency reserves

C.

Work breakdown structure (WBS)

D.

Risk impact matrix

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Question # 46

A risk management professional is in the process of categorizing risks when a subject matter expert (SME) suggests categorizing the risks by their impact to the project objectives. Why should the risk management professional use this approach?

A.

To enable the team in identifying the specific causes of risks associated with project objectives.

B.

To ensure that project priorities are being appropriately factored into risk response plans.

C.

To determine there more attentive project leadership and organizational involvement is needed.

D.

To assign risks and risk severities to functional discipline and departments effectively.

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Question # 47

 

A new company initiates a project to incorporate a cybersecurity team. Which three documents should the risk manager analyze first? (Choose 3)

A.

Industry's standard procedures

B.

Current request for proposal (RFP)

C.

Company's historical financial reports

D.

IT infrastructure, networks, and data information

E.

Government laws and regulations

 

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Question # 48

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.

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Question # 49

A project manager is educating the project team on risk management regarding the role of threats and opportunities. The team decides to log the opportunities in the current project's risk register to try to maximize their chances of occurrence.

What should the project team do next?

A.

Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis.

B.

Log the threats in the risk register to try to minimize the probability of occurrence.

C.

Log the threats in the risk register to try to maximize the probability of occurrence.

D.

Update the project management plan to ensure the results of the opportunities are captured.

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Question # 50

A two-year project with a budget of US$2 million has completed about 60% of the work at the end of the first year. The actual cost incurred to complete the remaining 40% of work is about USS1.5 million. As a part of performing a specialized risk analysis, the calculated schedule performance index (SPI) is 1.2 and cost performance index (CPI) is 0.53.

How should the risk manager interpret such a low CPI value?

A.

The cost control processes is ineffective.

B.

The cost baseline is inaccurate.

C.

The actual reported costs are inaccurate.

D.

The cost related risks are effectively managed.

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Question # 51

A risk manager reviews a Monte Carlo schedule risk analysis model before sharing the results with the project manager. The risk manager notices that activity correlations were not included in the model.

What is an effect of adding the correlation to the model?

A.

Allows more risks to be included in the model.

B.

Reduces the project completion duration.

C.

Increases the standard deviation of the model.

D.

Increases the probability of correlated activities finishing on time.

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Question # 52

A project manager is working on a high priority and high profile project. The project team had identified three opportunities, and after analysis, risk responses were recorded. Although risk responses were adequate for the identified opportunities, two of those opportunities were not acted upon. During the risk audit, the project manager found out that several of the planned risk responses were not implemented.

What should the project manager have done to avoid this?

A.

Provided regular training to the risk owners for plan implementation

B.

Determined risk triggers and thresholds in the risk response plan

C.

Increased communications to influence stakeholder risk responses

D.

Updated the project schedule, adding risk owner implementation tasks.

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Question # 53

The project manager wants to use an objective method to evaluate the key project risks and develop response plans.

What action should the risk manager propose?

A.

Ask the team to perform an earned value analysis.

B.

Review the lessons learned from other projects.

C.

Ask the team to prepare a Monte Carlo analysis.

D.

Ask the risk expert to perform a PESTLE evaluation.

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Question # 54

During a meeting to develop the risk management plan, the risk manager recognizes that risks may be identified that could also impact other projects that the company is pursuing. What should the risk manager do?

A.

Contact the risk managers of the other projects and inform them

B.

Include an escalation process in the risk management plan

C.

Take note of the extensive impact of these risks in the risk register

D.

Address the unique characteristics of these risks on a case-by-case basis

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Question # 55

 

One project in a program needs to be completed in 6 months because there is a large bonus for early completion. Consequently, the program manager transfers all resources to this project and arranges for employees to receive overtime pay.

Which risk response strategy is the program manager using in this scenario?

A.

Escalate

B.

Transfer

C.

Enhance

D.

Exploit

 

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Question # 56

During a brainstorming session, a stakeholder identifies a risk that, if realized, could greatly impact their team. The stakeholder insists that this particular risk should be

mitigated to the greatest extent possible, however, the majority of other stakeholders feel that different risks have higher probabilities of occurring.

Which action should the risk manager take to address this risk?

A.

Accept the identified risk because other stakeholders feel that there are higher priority risks to address.

B.

Mitigate the identified risk in order to reduce the probability of impacting the stakeholder's team.

C.

Escalate the identified risk to the project sponsor and allow them to determine the best course of action.

D.

Add the identified risk to the risk register for future probability and impact analysis.

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Question # 57

The scope of a large mobile network deployment project includes equipment to be furnished by the customer. The risk manager is concerned that the equipment delivery might be delayed, causing additional delays in the project.

What should the risk manager do?

A.

Follow up on the schedule and assess the best course of action if any delays are detected.

B.

Ensure the equipment constraint is well-documented and manage it as a high-impact project risk.

C.

Raise the issue with the project sponsor so it can be handled as a sales or contractual matter.

D.

Obtain a signed commitment from the customer that equipment will be delivered on time.

 

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Question # 58

A project manager is trying to realize benefits from new material on an adaptive project. This is the first time the project team is using the material so the team does not have information to identify and analyze risks. A team member informs the project manager that a local university has recently published a research journal on the same material.

Where should the project manager find this information?

A.

Industrial studies

B.

Commercial risk databases

C.

Organizational process assets (OPAs)

D.

Enterprise environmental factors (EEFs)

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Question # 59

A risk manager is facilitating a risk identification workshop on a new product with technical experts. There is no consensus among the technical experts on most of the identified risks and their characteristics. The risk manager decides to resolve this difference using another technique.

Which technique should the risk manager use in this situation?

A.

Brainstorming

B.

Delphi method

C.

Focus group

D.

Checklist analysis

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Question # 60

What should the risk owner use as an effective information-gathering technique during the planning session?

A.

Monte Carlo analysis

B.

Update risk register

C.

Brainstorming

D.

Cost and time estimating

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Question # 61

A project manager is working on a complex construction project. During the risk identification process, hundreds of risks were identified. The team seems to be confused regarding on which risks to focus. The project manager advises the team to go ahead and start assessing the likelihood and impact of each risk.

What process is this part of?

A.

Plan Risk Management

B.

Perform Qualitative Risk Analysis

C.

Perform Quantitative Risk Analysis

D.

Monitor and Control Risk

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Question # 62

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.

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Question # 63

A web page for weather reports will be online next quarter. During the retrospective, discrepancies were discovered with the customer’s requests and the user experience (UX). There is a disagreement between the product owner and the development team about what may have gone wrong and led to this.

What should the Extreme Programming (XP) coach do to keep the project on track and deliver on time?

A.

Release this version and leave changes to be done at the end of the project phase.

B.

Arrange a workshop where all ideas will be discussed and take corrective actions ensuring value delivery.

C.

Ask the development team to brainstorm and come up with suggestions that will improve the delivery date.

D.

Run a spike, identify what went wrong during implementation, and request a change to enhance value delivery.

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Question # 64

A complex project that had hundreds of risks is almost done. The project manager is closing the risks as part of the closing process. One team member mentions that there are important documents to be updated.

Which document will need to be updated?

A.

Lessons learned

B.

Contingency register

C.

Risk register

D.

Issue log

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Question # 65

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.

Conduct a subject matter expert (SME) meeting.

B.

Perform qualitative analysis.

C.

Prioritize after quantitative analysis

D.

Prioritize the stakeholders affected.

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Question # 66

An organization with a portfolio of unique business functions kicks-off a performance improvement project across the entire organization. There are a large number of stakeholders the project team will need to consider during risk identification.

What three actions should the risk manager ensure the project team performs during risk identification? (Choose 3)

A.

Develop checklists based on historical information

B.

Conduct interviews, meetings, and focus groups

C.

Assign a different risk manager for each portfolio unit

D.

Employ brainstorming to generate spontaneous ideas

E.

Perform qualitative and quantitative risk analyses

 

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Question # 67

A risk manager is preparing risk reports to be included in the monthly status report for project executives. How should the risk manager present the information?

A.

Earned value management (EVM) variance metrics

B.

A risk burndown chart showing remaining risks

C.

The format established in the risk management plan

D.

An itemized list of remaining risks and their scores

 

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Question # 68

A project team identified some risks in a project. Team members became interested in predicting the outcomes of their potential choices following their probability of occurrence.

Which technique should the risk manager use?

A.

Political, economic, social, technological, legal, and environmental (PESTLE) analysis

B.

Strengths, weaknesses, opportunities, and threats (SWOT) analysis

C.

Decision tree analysis

D.

Cost-benefit analysis

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