PMI PMI-RMP Practice Test - Questions Answers, Page 18
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After the initial assessment of a new project, a project manager found that in order to complete the expected results, detailed and exhaustive planning will be required to ensure the product's characteristics and quality. What should the risk manager propose to the project manager what to do?
Use a predictive approach for the delivery.
Use a hybrid approach for the delivery.
Use an adaptive approach for the delivery.
Use an agile approach for the delivery.
In a large enablement project with strict time lines, risks need to be closely monitored. The risk manager publishes reports comparing planned enablement sessions with actual enablement sessions, which help identify potential risks to be addressed.
Which technique is the risk manager using?
Variance analysis
Residual impact analysis
Sensitivity analysis
Reserve analysis
A complex infrastructure construction project consisting of various stakeholders with diverse attitudes and opinions is in the execution phase. The project sponsor instructed the risk manager to evaluate the project environment and identify potential risks because many conflicts have arisen.
What should the risk manager do first?
Perform an assumptions and constraints analysis.
Use the Wideband Delphi method.
Use the brainstorming technique.
Perform a strength, weaknesses, opportunities, and threats (SWOT) analysis.
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?
Review and update the project quality management plan.
Conduct a risk assessment process for the critical stage.
Create a more detailed work breakdown structure (WBS).
Add additional time to the delivery plan to cover issues.
The stakeholders of a building construction project are not comfortable with the project manager's handling of the project as they believe there is a financial risk. The project manager asks the risk manager to assist in demonstrating to the stakeholders that the project risks are under a tolerable threshold.
What should the risk manager do first to demonstrate this to the stakeholders?
Gather other project risk historical information.
Gather and reconcile project risk report data.
Work with the sponsor to convince the risks are under control.
Work with the team to ensure the project is in good health.
An undocumented risk is realized during the rollout of a new product line important to the company. The product owner escalates this matter to the company president, who expects all risks to be documented in the project risk plan.
How should the risk manager address this concern?
Risks are documented to the practicable extent possible.
Probability of the risk was very low. so the risk was not documented.
Impact of the risk was assessed to be insignificant, so the risk was not documented.
A similar risk never occurred in the past, so it was not considered.
A newly assigned risk manager realizes that a project has unrealistic funding and low resources. Which document should the risk manager review?
Risk assessment criteria
Project management plan
Project assumptions
Risk management plan
There is confusion among risk action owners on a project about when and under which conditions they should initiate risk responses. Project team members often need to consult with the risk manager to get this conflict resolved.
What should the risk manager do to resolve this recurring situation?
Review the stakeholders' risk appetite.
Revisit the risk thresholds and triggers.
Update the risk response strategies.
Provide coaching to the risk action owners.
While developing a risk management plan for a complex program in a metricized environment, a program management team is itemizing a response plan for each identified risk that appears in the risk register. What should the risk manager do to effectively monitor the risks?
Present the complicated nature of the program risk responses to the sponsor for proper advice.
Determine the workarounds for the program risks and allocate responsibilities to the team.
Allow the most experienced program manager to handle the most critical program risks.
Encourage the program team to assume risk ownership prior to delegation.
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?
Accept the response because there are no secondary risks were identified.
The response plan should be discontinued and the risk should be accepted and dealt with if it occurs.
Accept the residual risk as it is compatible with the organization's risk appetite.
All identified risks must be addressed because they might significantly impact the project if they occur.
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