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PMI-RMP exam is intended for individuals with a minimum of 3 years of hands-on experience in risk management, and also require 30 hours of formal risk management education. PMI Risk Management Professional certification is ideal for risk management professionals, project managers, business analysts, and anyone who is involved in identifying, analyzing, and mitigating risks in their organization.

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PMI-RMP certification exam is a rigorous exam that covers a wide range of topics related to risk management. PMI-RMP Exam consists of 170 multiple-choice questions, which need to be answered in four hours. To pass the exam, candidates need to score at least 61% or higher. PMI Risk Management Professional certification is valid for three years, and candidates need to earn 30 professional development units (PDUs) in risk management every three years to maintain their certification.

PMI Risk Management Professional Sample Questions (Q80-Q85):

NEW QUESTION # 80
A high-profile, high-priority project within your organization is being created. Management wants you to pay special attention to the project risks and do all that you can to ensure that all of the risks are identified early in the project. Management has to ensure that this project succeeds. Management's risk aversion in this project is associated with what term?

A. Risk conscience
B. Utility function
C. Risk mitigation
D. Quantitative risk analysis

Answer: B

NEW QUESTION # 81
Mary is the project manager of PKT project. In Mary's project there are certain enterprise environmental factors that require Mary to use modeling and simulation techniques to predict the likelihood of achieving cost and schedule objectives in the project. Mary is using a technique for which the cost estimates are chosen at random for each iteration of the analysis, such as pessimistic, most likely, and worst-case scenarios. What type of analysis is Mary using in this project?

A. Monte Carlo Analysis
B. Quantitative analysis
C. Qualitative analysis
D. Risk distribution

Answer: A

NEW QUESTION # 82
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. Conduct an analysis to determine the root cause of the failed response.
B. Apply a work around to eliminate or mitigate the impact of the threat.
C. Escalate the case to the risk manager and wait for their instructions.
D. Develop an efficient network protection solution quickly to mitigate the risk.

Answer: A

Explanation:
Explanation
According to the PMBOK Guide, one of the tools and techniques for the implement risk responses process is root cause analysis. Root cause analysis is a technique that focuses on identifying the fundamental reason for the occurrence of a problem or a risk. By conducting a root cause analysis, the risk owner can determine why the implemented measures were only partially successful and what caused the new unforeseen risk to emerge. This can help the risk owner to identify and implement more effective risk responses, as well as to update the risk register and the risk report with the new information1 . References: PMBOK Guide, 6th edition, pages 452-453, 474-4751; PMI-RMP Exam Content Outline, 2015, page 8.

NEW QUESTION # 83
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. Communicate with the client to provide the previous shutdown plan.
B. Include the risk in the register and communicate with the stakeholders.
C. Interview the other project manager to learn more details.
D. Review and update the project schedule.

Answer: B

Explanation:
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. References: 3, 4, 5

NEW QUESTION # 84
A large, land-based infrastructure project has begun. The project makes assumptions about the site conditions and has economic, technical, and environmental constraints What should the project manager do next to determine risk impact of assumptions and constraints?

A. Add the assumptions and constraints in the project charter.
B. Add the risk impact of the assumptions in the risk register.
C. Add all assumptions and constraints to the risk register.
D. Add the assumptions and constraints to the assumption log.

Answer: D

Explanation:
Explanation
The project manager should add the assumptions and constraints to the assumption log to track and analyze their impact on the project. The assumption log is a project document that records all project assumptions and constraints throughout the project life cycle. (Reference: PMBOK Guide, 6th Edition, p. 89) The project manager should add the assumptions and constraints to the assumption log, which is a project document that records the assumptions and constraints that affect the project scope, schedule, cost, and quality.
The assumption log can help the project manager to identify and analyze the risks that may arise from the validity of the assumptions and the impact of the constraints. The assumption log can also be used as an input for the Identify Risks process, where the project manager can determine the risk impact of the assumptions and constraints and add them to the risk register accordingly. References: PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, 2017, p. 38, 397.

NEW QUESTION # 85
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