Updated May-2026 PMI-RMP Exam Practice Test Questions
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PMI-RMP certification exam is a comprehensive assessment of a candidate's knowledge and skills in the field of risk management. It tests the candidate's ability to identify, assess, and mitigate risks in a project environment. PMI-RMP exam covers various topics such as risk identification, risk analysis, risk response planning, risk monitoring, and communication management. PMI Risk Management Professional certification is highly valued by employers as it demonstrates a candidate's commitment to risk management best practices and their ability to handle complex project risks.
PMI-RMP certification exam is an important step for professionals who want to specialize in the field of risk management and demonstrate their expertise in identifying and assessing risks within a project environment. It provides a globally recognized certification, enhances career opportunities, and demonstrates a commitment to advancing skills and knowledge in the field.
Obtaining the PMI-RMP certification demonstrates an individual’s commitment to advancing their skills and knowledge in risk management. It also provides credibility and recognition within the industry, as the certification is globally recognized and respected by employers and peers. Additionally, individuals who obtain the certification may have access to higher paying job opportunities and increased job security.
NEW QUESTION # 85
You are the project manager of the GHG project. You are preparing for the quantitative risk analysis process. You are using organizational process assets to help you complete the quantitative risk analysis process. Which one of the following is NOT a valid reason to utilize organizational process assets as a part of the quantitative risk analysis process?
- A. You will use organizational process assets for information from prior similar projects.
- B. You will use organizational process assets for risk databases that may be available from industry sources.
- C. You will use organizational process assets for studies of similar projects by risk specialists.
- D. You will use organizational process assets to determine costs of all risks events within the current project.
Answer: D
NEW QUESTION # 86
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. Mitigate the identified risk in order to reduce the probability of impacting the stakeholder's team.
- B. Escalate the identified risk to the project sponsor and allow them to determine the best course of action.
- C. Accept the identified risk because other stakeholders feel that there are higher priority risks to address.
- D. Add the identified risk to the risk register for future probability and impact analysis.
Answer: D
Explanation:
Adding the identified risk to the risk register is the best action that the risk manager can take to address this risk. The risk register is a document that records the identified risks, their characteristics, their status, and their responses. By adding the risk to the risk register, the risk manager can ensure that the risk is not overlooked or ignored, and that it will be subjected to further probability and impact analysis to determine its priority and response strategy. Accepting the identified risk because other stakeholders feel that there are higher priority risks to address is not a good practice, as it may lead to overlooking a potentially significant risk that could affect the stakeholder's team. Mitigating the identified risk in order to reduce the probability of impacting the stakeholder's team is not advisable, as it may be a premature or unnecessary action without proper analysis of the risk probability and impact. Escalating the identified risk to the project sponsor and allowing them to determine the best course of action is not appropriate, as it may be an overreaction or a sign of lack of competence from the risk manager, who should be able to handle the risk identification and analysis process. References: PMI Risk Management Professional (PMI-RMP)Exam Content Outline1, PMI Practice Standard for Project Risk Management2, Risk Management Professional (PMI-RMP)Cert Guide3
NEW QUESTION # 87
Elizabeth is a project manager for her organization and she finds risk management to be very difficult for her to manage. She asks you, a lead project manager, at what stage in the project will risk management become easier. What answer best resolves the difficulty of risk management practices and the effort required?
- A. Risk management only becomes easier the more often it is practiced.
- B. Risk management only becomes easier when the project moves into project execution.
- C. Risk management is an iterative process and never becomes easier.
- D. Risk management only becomes easier when the project is closed.
Answer: A
NEW QUESTION # 88
The project team is updating the risk register with the minimum acceptable level of exposure and impact for each risk. The team also wants to determine if they have reached the maximum level of exposure before they escalate the risk.
What should the team perform in this scenario?
- A. Monitor and control risks
- B. Risk response planning
- C. Quantitative risk analysis
- D. Risk urgency assessment
Answer: C
Explanation:
Explanation
Quantitative risk analysis helps determine the minimum acceptable level of exposure and impact for each risk.
It also helps to understand if the maximum level of exposure has been reached before escalating the risk.
(Reference: PMBOK Guide, 6th Edition, p. 423)
The team should perform quantitative risk analysis, which is the process of numerically analyzing the effect of identified risks on overall project objectives. Quantitative risk analysis can help the team to establish the minimum acceptable level of exposure and impact for each risk, as well as the maximum level of exposure before escalation. Quantitative risk analysis can also provide probabilistic estimates of project outcomes, such as cost and schedule, and support risk prioritization and decision making. References: PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, 2017, p. 399; PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, 2019, p. 69.
NEW QUESTION # 89
Which of the following processes must be repeated after Plan Risk Responses, as well as part of the Monitor and Control Risks, to determine if the overall project risk has been satisfactorily decreased?
- A. Identify Risk
- B. Perform Quantitative Risk Analysis
- C. Perform Qualitative Risk Analysis
- D. Risk Limitation
Answer: B
NEW QUESTION # 90
Frances is the project manager of a project in her organization. This project has a budget of $567,000 and is schedule to last for three years. Frances wants to examine the risk events to determine which risk events have the most potential impact on the project. Which modeling technique can help Frances to accomplish this goal?
- A. Sensitivity analysis
- B. Quantitative risk analysis
- C. Modeling and simulation
- D. Expected monetary value
Answer: A
NEW QUESTION # 91
You are the project manager of the KJH Project and are working with your project team to plan the risk responses. Consider that your project has a budget of $500,000 and is expected to last six months. Within the KJH Project you have identified a risk event that has a probability of .70 and has a cost impact of $350,000. When it comes to creating a risk response for this event what is the risk exposure of the event that must be considered for the cost of the risk response?
- A. The risk exposure of the event is $500,000.
- B. The risk exposure of the event is $350,000.
- C. The risk exposure of the event is $850,000.
- D. The risk exposure of the event is $245,000.
Answer: D
NEW QUESTION # 92
The risk manager conducted an updated Monte Carlo simul-ation for the project at the end of a phase. The simul-ation reveals a key activity is now on the critical path.
What recommendation should the risk manager make to the project manager?
- A. Add more float to the key activity
- B. Review the plans for the key activity
- C. Add more contingency to the project
- D. Increase the budget for the key activity
Answer: B
Explanation:
The risk manager should recommend that the project manager review the plans for the key activity, as this will help identify potential issues and opportunities to improve the activity's performance and reduce its impact on the critical path.
The risk manager should recommend the project manager to review the plans for the key activity, which is now on the critical path according to the Monte Carlo simulation. The critical path is the sequence of activities that determines the minimum possible duration of the project. Any delay on the critical path will affect the project completion date. Therefore, it is important to review the plans for the key activity and identify any potential risks, issues, or opportunities that may affect its performance. The risk manager and the project manager should also evaluate the feasibility and effectiveness of any risk response strategies for the key activity, such as fast-tracking, crashing, or resource optimization. The other options are not appropriate recommendations for the risk manager to make. Adding more float to the key activity is not possible, since the critical path has zero float by definition. Adding more contingency to the project may not address the specific risks or issues related to the key activity. Increasing the budget for the key activitymay not improve its duration or quality, and may also increase the project cost baseline unnecessarily. References: PMI Risk Management Professional (PMI-RMP) Examination Content Outline and Specifications, page 91. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition, pages 215-2162. Project Critical Path Analysis Using Monte Carlo Simulation3.
NEW QUESTION # 93
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. Utility function
- B. Quantitative risk analysis
- C. Risk mitigation
- D. Risk conscience
Answer: A
NEW QUESTION # 94
You are the project manager of the HJK Project for your organization. You and the project team have created risk responses for many of the risk events in the project. Where should you document the proposed responses and the current status of all identified risks?
- A. Risk register
- B. Risk management plan
- C. Lessons learned documentation
- D. Stakeholder management strategy
Answer: A
NEW QUESTION # 95
A project manager of an IT company is assigned to a project whose schedule may be delayed due to a lack of resources to conclude the backlog activities. The project manager decides to hire additional developers to reduce the project's technical debt and meet the project deadline.
What should the risk manager advise the project manager to do to address this situation?
- A. Hire as soon as the project metrics trigger a risk response.
- B. Immediately hire as soon as the project begins to fall behind schedule.
- C. Only hire when it is economically feasible to do so.
- D. Only hire if risk response is escalated and approved by the stakeholders.
Answer: A
Explanation:
The risk manager should advise the project manager to hire additional developers as soon as project metrics indicate that the risk of delay is materializing. This approach ensures that the response is timely and directly tied to the project's actual performance, allowing for better resource management and minimizing unnecessary costs. This aligns with PMI's risk management principles, which advocate for the timely execution of risk responses based on objective data and metrics.
NEW QUESTION # 96
Your project has several risks that may cause serious financial impact should they happen. You have studied the risk events and made some potential risk responses for the risk events but management wants you to do more. They'd like for you to create some type of a chart that identified the risk probability and impact with a financial amount for each risk event. What is the likely outcome of creating this type of chart?
- A. Risk response
- B. Contingency reserve
- C. Quantitative analysis
- D. Risk response plan
Answer: B
NEW QUESTION # 97
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. Update the assumptions log and assess the risk associated with it.
- B. Escalate the situation and request approval to move forward.
- C. Confirm the results through a second pilot.
- D. Reassess the design for the two pieces.
Answer: A
Explanation:
According to the PMBOK Guide, 6th edition, Section 11.2.1.2, Assumptions Log, an assumption is a factor that is considered to be true, real, or certain without proof or demonstration. Assumptions can affect the project planning and execution, and should be identified, documented, validated, and updated throughout the project life cycle. The assumptions log is an output of the Identify Risks process, and it records the project assumptions and their potential impact, validity, and priority. If the assumptions are found to be invalid or inaccurate, they may introduce new risks or change the existing risk exposure. Therefore, the project manager should update the assumptions log and assess the risk associated with the conflicting infrastructure pieces, and plan appropriate risk responses if needed. References: PMBOK Guide, 6th edition, Section 11.2.1.2, Assumptions Log When conflicting infrastructure pieces are identified, the project manager should update the assumptions log to reflect the new information and assess the risks associated with the conflicting pieces. This allows the project manager to make informed decisions about how to address potential issues and avoid future problems.
(Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Section 11.3)
NEW QUESTION # 98
As a result of the Control Risk process, the project manager updates the project risk documents using outcomes from which of the following?
- A. Risk response strategies and risk analysis
- B. Risk reviews and risk register analysis
- C. Risk reserve analysis and risk thresholds
- D. Risk assessments and risk audits
Answer: A
NEW QUESTION # 99
A project manager is developing the risk register and works with the team to analyze risks and determine their probability and impact. There is valuable historical data available that may be used to simulate the overall risk outcome.
Which type of analysis should the project manager use in this instance?
- A. Check list analysis
- B. Cause and effect
- C. Specialized meeting
- D. Quantitative analysis
Answer: D
Explanation:
In this instance, the project manager should use quantitative analysis to simulate the overall risk outcome.
Quantitative analysis techniques, such as Monte Carlo simulation or decision tree analysis, can be used to model the combined effect of individual risks on project objectives. By leveraging historical data, the project manager can generate more accurate and reliable risk assessments, which can help inform risk response strategies and improve project decision-making.
Quantitative analysis is a type of risk analysis that numerically analyzes the effect of identified risks on overall project objectives 1. It involves using historical data and other information to estimate the probability and impact of risks, and then applying mathematical techniques such as simulation, sensitivity analysis, decision tree analysis, orexpected monetary value analysis to quantify the overall risk exposure of the project 2. Quantitative analysis can provide more accurate and objective results than qualitative analysis, which relies on subjective judgments and ratings. Quantitative analysis can also help the project manager prioritize risks, determine the optimal risk response strategy, and allocate contingency reserves 3. Therefore, the correct answer is D.
References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition, page 4311 2: PMI Risk Management Professional (PMI-RMP)® Examination Content Outline, page 102 3:
Quantifying risk - Project Management Institute, page 11
NEW QUESTION # 100
A project manager of an IT company is assigned to a project whose schedule may be delayed due to a lack of resources to conclude the backlog activities. The project manager decides to hire additional developers to reduce the project's technical debt and meet the project deadline.
What should the risk manager advise the project manager to do to address this situation?
- A. Hire as soon as the project metrics trigger a risk response.
- B. Immediately hire as soon as the project begins to fall behind schedule.
- C. Only hire when it is economically feasible to do so.
- D. Only hire if risk response is escalated and approved by the stakeholders.
Answer: A
NEW QUESTION # 101
Della works as a project manager for SoftTech Inc. She is working with the project stakeholders to begin the quantitative risk analysis process. Which of the following inputs will be needed for the quantitative risk analysis process in her project? Each correct answer represents a complete solution. Choose all that apply.
- A. Risk register
- B. Cost management plan
- C. Risk management plan
- D. Project scope statement
Answer: A,B,C
NEW QUESTION # 102
What best describes the job of a risk owner?
- A. Responsible and accountable for managing risks
- B. Creating a detailed description of a risk
- C. Actively involved in the identification of new risks
- D. Responsible and accountable for the risk management plan
Answer: D
NEW QUESTION # 103
A risk manager notices that a risk owner is facing challenges implementing their response strategy and the costs are significantly exceeding expectations. What is the first thing the risk manager should do?
- A. Conduct a cost-benefit analysis
- B. Highlight this situation to the project manager
- C. Change the risk response strategy
- D. Analyze the situation and meet with the risk owner
Answer: D
Explanation:
The first thing the risk manager should do is analyze the situation and meet with the risk owner. This will allow the risk manager to understand the challenges faced by the risk owner and work with them to find a solution. Conducting a cost-benefit analysis or changing the risk response strategy may be necessary, but it is important to first understand the situation before taking any action.
According to the PMI-RMP Exam Content Outline, one of the tasks in the domain of Risk Response Planning is to "assist the risk owners in developing and implementing risk response strategies and actions based on the agreed-upon risk response plan". Therefore, the first thing the risk manager should do is to analyze the situation and meet with the risk owner to understand the root cause of the challenges and the cost overrun, and to discuss possible solutions or alternatives. Highlighting this situation to the project manager, conducting a cost-benefit analysis, or changing the risk response strategy are possible actions that can be taken after the analysis and meeting, but not before. References: PMI-RMP Exam Content Outline, Domain 3: Risk Response Planning, Task 31
NEW QUESTION # 104
The project team recorded a risk in the risk register indicating that weather-related delays may impact equipment delivery during project execution. When it is time to request the equipment shipment there is bad weather, but the client wants the equipment delivered anyway.
What should the project manager do?
- A. Wait until the weather improves before sending the equipment.
- B. Proceed with the planned risk response to move the equipment.
- C. Ask the project sponsor to approve shipping the equipment.
- D. Request the shipment of the equipment to satisfy the client.
Answer: B
Explanation:
The project manager should proceed with the planned risk response to move the equipment, as this is the best way to deal with the weather-related risk that was identified and recorded in the risk register. A risk register is a document that lists all the identified risks, their causes, impacts, probabilities, and responses for a project1. A risk response is a strategy or action that is taken to reduce the negative effects or enhance the positive effects of a risk event2. A risk response should be planned and executed according to the risk management plan, which is a document that describes how risk management activities will be structured and performed on a project3. The risk management plan should also define the roles and responsibilities, risk categories, risk appetite and thresholds, risk identification and analysis methods, risk response strategies, risk monitoring and reporting mechanisms, and risk governance mechanisms3. Therefore, the project manager should follow the risk management plan and the risk register to implement the planned risk response to move the equipment, as this is the most effective and efficient way to manage the risk and meet the project objectives. Waiting until the weather improves before sending the equipment, asking the project sponsor to approve shipping the equipment, or requesting the shipment of the equipment to satisfy the client are not the best options to deal with the weather-related risk. Waiting until the weather improves may cause further delays and increase the cost and scope of the project, as well as damage the relationship with the client.
Asking the project sponsor to approve shipping the equipment may not be necessary or feasible, as the project sponsor may not have the authority or the availability to make such a decision. Requesting the shipment of the equipment to satisfy the client may not be realistic or safe, as the bad weather may pose a threat to the quality and integrity of the equipment, as well as the health and safety of the people involved in the transportation. These options may also deviate from the risk management plan and the risk register, which may create confusion and inconsistency in the risk management process. References: 1, 2, 3.
NEW QUESTION # 105
You are project manager for ABD project. You, with your team, are working on the following
activities:
Probabilistic analysis of a project.
Probability of achieving cost and time objectives.
Trends in Qualitative Risk Analysis results.
On which of the following processes are you working on?
- A. Identify Risks
- B. Perform Quantitative Risk Analysis
- C. Perform Qualitative Risk Analysis
- D. Plan Risk Management
Answer: B
NEW QUESTION # 106
You are the project manager of the NNH project. In this project you have created a contingency response that the cost performance index should be less than 0.93. The NHH project has a budget at completion of $945,000 and is 45 percent complete - though the project should be 49 percent complete. The project has spent
$455,897 to reach the 45 percent complete milestone. What is the project's cost performance index?
- A. 0.92
- B. 1.06
- C. -$30,647
- D. 0.93
Answer: D
NEW QUESTION # 107
An organization that spans across different countries undergoes a digital transformation project. The project manager has assigned a risk management team leader who is a risk management certified candidate in their domain.
What should the risk management team leader do in the early stages of the project?
- A. Educate stakeholders on best practices to perform risk management.
- B. Benchmark to an organization which has executed a similar project,
- C. Conduct qualitative risk analysis to prioritize potential risks.
- D. Plan a solid risk response plan and secure the necessary funding.
Answer: A
Explanation:
In the early stages of a project, the risk management team leader should conduct qualitative risk analysis to prioritize potential risks. This will help the team to focus on the most significant risks and develop appropriate risk response strategies.
According to the PMI-RMP Handbook, the early stages of the project are the best time to establish the risk management plan, which is a document that describes how risk management activities will be structured and performed on the project. It is one of the main outputs of the Plan Risk Management process. The risk management plan should be developed with the involvement and input of key stakeholders, such as the project sponsor, customer, team members, subject matter experts, and other relevant parties. The risk management plan should also define the roles and responsibilities of the stakeholders in risk management, as well as the reporting and escalation mechanisms.
The risk management team leader, who is a risk management certified candidate in their domain, should educate stakeholders on best practices to perform risk management in the early stages of the project. This is because the stakeholders may have different levels of knowledge, experience, and expectations regarding risk management, especially in an organization that spans across different countries. The risk management team leader should provide training, coaching, and guidance to the stakeholders on how to apply the risk management processes, tools, and techniques, as well as how to use the risk management plan. The risk management team leader should also promote a positive risk culture and encourage stakeholder participation and collaboration in risk management activities.
The other options are not valid for what the risk management team leader should do in the early stages of the project:
* Conduct qualitative risk analysis to prioritize potential risks: This is not a valid option because the qualitative risk analysis is part of the Perform Qualitative Risk Analysis process, which comes after the Identify Risks process and before the Perform Quantitative Risk Analysis process. The risk management team leader should not conduct the qualitative risk analysis before developing the risk management plan and identifying the risks.
* Plan a solid risk response plan and secure the necessary funding: This is not a valid option because the risk response plan is part of the Plan Risk Responses process, which comes after the Perform Qualitative Risk Analysis and Perform Quantitative Risk Analysis processes. The risk management team leader should not plan the risk response plan and secure the necessary funding before developing the risk management plan, identifying, and analyzing the risks.
* Benchmark to an organization which has executed a similar project: This is not a valid option because benchmarking is a technique for risk identification, but it is not the only one. The risk management team leader should use a combination of techniques to identify risks, not just focus on one aspect. Also, benchmarking is not the same as educating stakeholders, which implies providing training, coaching, and guidance on risk management best practices.
PMI-RMP Handbook1, PMBOKGuide2, Practice Standard for Project Risk Management2
NEW QUESTION # 108
While implementing the risk response plan for a previously identified risk, some secondary risks were identified but not captured on the risk register. The project manager decided to review the risk management plan to ensure this does not happen for future, similar situations.
What should the project manager do next?
- A. Identify secondary or residual risks for associated risk plans.
- B. Monitor and control secondary and residual risks in the risk register.
- C. Develop risk response plans for all identified risks.
- D. Update the communications management plan to avoid future issues
Answer: B
Explanation:
Explanation
The project manager should monitor and control secondary and residual risks in the risk register. This will ensure that any new risks identified during the implementation of the risk response plan are captured and managed effectively. Monitoring and controlling risks is acontinuous process that helps in identifying, analyzing, and planning for new risks as well as updating the risk register as needed.
NEW QUESTION # 109
A project team is concerned about a risk which, if occurs, might add additional complexity to their work. The team will need help from an external vendor, but the contracting process is long.
What should the risk manager do in this case?
- A. Document the detailed risk consequences,
- B. Immediately start the contracting process.
- C. Document the risk in the risk register for analysis.
- D. Proceed with the quantitative risk analysis.
Answer: B
Explanation:
If a risk requires external help and the contracting process is long, it is prudent to start the process immediately to avoid delays. This proactive approach ensures that the necessary resources will be available when needed. According to PMI guidelines, early action to address risk is essential, especially when external dependencies are involved. Documenting the risk in the risk register or analyzing it further can be done concurrently, but starting the contracting process mitigates the risk of delay.
NEW QUESTION # 110
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