PMI-RMP practice questions 191–200

1. Question 191 · 204 in bank

   A project team is leading a technology upgrade for a financial institution with strict regulatory deadlines. The risk manager identifies risks such as vendor delays, integration issues, and operational disruptions. Departments have conflicting priorities, and the sponsor insists on a comprehensive but actionable risk register. What should the risk manager do?

   • ADocument all identified issues equally and leave prioritization to the sponsor.
   • BFocus on critical concerns to avoid overcomplicating the tracking process.
   • CAssign the task of documenting potential challenges to department leads.
   • DHost a workshop to align on priorities and capture key issues and actions.

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   Answer: D

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2. Question 192 · 204 in bank

   During a project's planning phase, the risk manager meets with key stakeholders to define the project's risk management approach. The meetings consist of the executive team, technical experts, and legal advisors. The stakeholders express varying levels of tolerance for different risks. The project sponsor requests the risk manager captures their respective risk tolerance levels. What should the risk manager do?

   • ADefine and review risk registers from similar projects.
   • BEngage key stakeholders in a discussion on risk thresholds.
   • CDocument risk thresholds based on stakeholders' risk appetites.
   • DThoroughly review meeting minutes with stakeholders.

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   Answer: C

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3. Question 193 · 204 in bank

   A project team is managing a project with a tight deadline. During a risk planning session, a key risk is identified by the risk manager. There is a potential delay in receiving essential materials from an external supplier. This risk could significantly impact the project timeline and delivery. What should the risk manager do to address the risk?

   • AWait to be informed by the supplier about delays before taking any action during project execution.
   • BFocus on improving supplier communication as a key success factor for the project.
   • CAcknowledge the risk but take no immediate action, assuming the supplier will deliver on time.
   • DIdentify alternative suppliers to reduce dependency and add buffer time to the schedule as a contingency.

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   Answer: D

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4. Question 194 · 204 in bank

   During the execution phase of a software development project, the project team informs the risk manager of a potential primary risk related to a security vulnerability. After successfully implementing a mitigation strategy for the vulnerability, a secondary risk emerges, which could lead to potential performance issues if not effectively managed. The team expresses concerns about residual risks remaining even after addressing the secondary risks. What should the risk manager do?

   • AImplement a contingency plan for all risks.
   • BRepeat the risk management process for the final risk.
   • CMonitor the residual and secondary risks.
   • DDevelop a risk management and governance model.

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   Answer: C

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5. Question 195 · 204 in bank

   A project with a tight deadline faces the risk of unexpected resource unavailability due to overlapping commitments across departments. The risk manager activates a pre-approved mitigation plan to redistribute workload among available team members and hire temporary external support. The team must implement the plan to ensure minimal disruption to the project timeline. What should the risk manager do?

   • AUpdate the stakeholder register to accurately reflect any resource changes.
   • BDelegate tasks appropriately and monitor the implementation closely for effectiveness.
   • CIdentify alternative solutions while monitoring resource availability before implementing actions.
   • DRevisit the project scope carefully to address potential resource shortages.

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   Answer: B

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6. Question 196 · 204 in bank

   As part of standard procedure to monitor and control a project, a risk manager should constantly update the risk register. The risk register updates should include information on risk reassessment, risk audits, and periodic risk reviews. What additional information should the risk manager prioritize in the risk register updates?

   • AActual outcomes of the project's risks and risk responses
   • BActual outcomes and performance of risk management strategies
   • CActual costs and schedule delays of risk events
   • DActual cost impact of risk events

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   Answer: B

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7. Question 197 · 204 in bank

   A large infrastructure project to build a regional transportation hub is underway. The project team identifies several potential risks, including delays in material delivery, budget overruns due to inflation, and labor shortages during peak construction phases. The risk manager requests that the risk owners calculate the financial impact of each respective risk on the project. What should the risk owners do?

   • APerform a risk assessment workshop.
   • BMeasure inflation with respect to time.
   • CPerform a quantitative risk analysis.
   • DCalculate the return on investment.

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   Answer: C

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8. Question 198 · 204 in bank

   The implementation phase of a construction project is underway. A high-priority risk involving material shortages threatens the timeline. The risk response plan includes sourcing alternative suppliers and adjusting the work schedule. Some team members suggest prioritizing tasks that do not rely on the delayed materials to avoid disruption. What should the risk manager do?

   • AFocus on completing tasks unrelated to the delayed materials to maintain productivity.
   • BExecute the planned response by securing alternatives and adjusting the schedule.
   • CRevise the plan and delegate sourcing alternatives to the procurement team.
   • DSuspend project work until materials are secured to maintain consistency.

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   Answer: B

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9. Question 199 · 204 in bank

   A project team is leading a website redesign project for a medium-sized e-commerce company. The project includes creating a new user interface, integrating a payment gateway, and migrating customer data from the old website. During the initial planning meeting with the team, a concern was raised to the risk manager about a potential risk of data loss during the migration process. What should the risk manager do?

   • AAccept the risk and focus on other deliverables as addressing risks will slow down progress of other tasks.
   • BSchedule the activities until after the migration begins as risks can be addressed reactively.
   • CCollaborate with stakeholders to mitigate data loss risk by prioritizing, creating a mitigation plan, and defining responsibilities.
   • DAssign the IT lead full responsibility for managing the risk without involving other resources.

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   Answer: C

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10. Question 200 · 204 in bank

    A risk manager is part of a software development project and has just completed the initial risk identification process. The team has compiled a lengthy list of risks, but stakeholders have emphasized the need to focus only on the most significant risks due to limited resources. What should the risk manager do?

    • ATransfer low-priority risks to the risk register and exclude those risks from further analysis.
    • BFocus exclusively on high-probability risks to simplify and expedite the process.
    • CAnalyze risks using probability and impact criteria to prioritize the risks more effectively.
    • DAsk stakeholders to subjectively rank the risks according to the risk's perceptions of severity.

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    Answer: C

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PMI-RMP practice, question 191. 204 questions available.