Best PMI PMI-RMP Exam Practice Material Updated on Nov 08, 2026 [Q182-Q203]

Section	Objectives
Risk Identification	– Overall Project Risk Identification – Identifying Individual Risks
Risk Strategy and Planning	– Risk Management Planning – Stakeholder Engagement in Risk
Risk Monitoring and Control	– Risk Audits and Reviews – Risk Reporting and Communication
Risk Analysis	– Quantitative Risk Analysis – Qualitative Risk Analysis
Risk Response Planning	– Opportunity Response Strategies – Threat Response Strategies

NO.182 What risk identification technique allows participants to identify the project risks and to remain anonymous?

Influence diagrams

Assumptions analysis

Surveys

Delphi technique

NO.183 You work as the project manager for Bluewell Inc. You are working on NGQQ Projectyou’re your company. You have completed the risk analysis processes for the risk events. You and the project team have created risk responses for most of the identified project risks. Which of the following risk response planning techniques will you use to shift the impact of a threat to a third party, together with the responses?

Risk acceptance

Risk avoidance

Risk transference

Risk mitigation

NO.184 A risk manager has employed advanced data-analytics tools to monitor market trends and project variables that influence the progress of a large-scale infrastructure project. Recently, the analysis indicated a potential resource-shortage risk.
What should the risk manager do?

Use artificial intelligence (AI) to extract resumes from the human resources department and begin interviewing candidates.

Use artificial intelligence (AI) to forecast resource needs and advise the project manager.

Use artificial intelligence (AI) to move the project to an agile approach to balance resource distribution.

Use artificial intelligence (AI) to identify tasks that can be outsourced to external vendors to overcome resource constraints.

A verbatim extract cannot be authenticated without access to the applicable official PMI Risk Manager study guide or source document. The PMI-aligned explanation is as follows:
The data-analytics tools have identified an emerging resource-shortage risk. The risk manager should use the available predictive capability to analyze likely future resource requirements and communicate the results to the project manager.
Artificial intelligence can support risk analysis by:
* Detecting patterns in resource consumption.
* Forecasting future skill and capacity requirements.
* Identifying periods of potential under-allocation.
* Assessing the probability and impact of shortages.
* Comparing resource demand against available capacity.
* Supporting scenario analysis and informed decision-making.
The risk manager’s immediate responsibility is to convert the warning generated by the analytics system into useful risk information. The project manager and appropriate resource owners can then determine the most suitable response.
Option A is incorrect because extracting resumes and beginning interviews is an operational recruitment action. It is premature before the organization confirms the required skills, timing, quantity, cost, and authority to recruit.
Option C is incorrect because changing the entire project delivery approach solely because of a resource warning would be disproportionate. An agile approach does not automatically resolve resource shortages.
Option D is incorrect because outsourcing is only one possible risk response. The risk should first be analyzed before deciding whether to outsource, recruit, reschedule, cross-train, reallocate, or reduce demand.
The best action is therefore to use AI to forecast the resource requirements and advise the project manager so that an informed response can be selected.
References:
PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide)-Sixth Edition, Section
11.4, Perform Quantitative Risk Analysis.
PMI, PMBOK Guide-Sixth Edition, Section 11.7, Monitor Risks.
PMI, Practice Standard for Project Risk Management, guidance concerning risk analysis, emerging risks, trend analysis, and decision support.
PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, guidance concerning data analysis, uncertainty, monitoring, and risk-informed decision-making.

NO.185 A certain risk is identified for a major project, and the risk response is planned. However, the analysis reveals a high probability for a secondary risk which will be tolerated based on the organization’s risk thresholds. The secondary risk is subsequently registered. During project execution, the primary risk occurs, the planned action is taken, and the secondary risk emerges What two actions should the risk owner take? (Choose two.)

Implement the secondary risk response and update the project documents.

Conduct meeting with all stakeholder to agree on post impact solutions.

Set the corresponding trigger conditions to the secondary risk.

Engage the project manager to authorize the secondary risk’s response.

Update and communicate assessments of the secondary risk’s impact.

NO.186 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?

Quantitative risk analysis

Risk response planning

Monitor and control risks

Risk urgency assessment

NO.187 Which of the following are parts of SWOT Analysis? Each correct answer represents a complete solution.
Choose all that apply.

Opportunities

Tools

Weaknesses

Threats

Strengths

Optimism

NO.188 A project manager for a large product development project assigned a risk manager to perform the risk management. The project sponsor questions why this project requires a risk manager as it is similar to a previous project with a developed risk strategy.
How should the risk manager explain the need for a risk strategy specific to this project?

A risk strategy is a best practice and ensures quality in the project planning.

A project specific risk strategy includes enough information to respond to audits and compliance requirements.

A risk strategy ensures alignment of the organizational structure to the specific project.

A risk strategy aligns individual project risk thresholds with organizational risk appetite.

NO.189 You are the project manager for BlueWell Inc. Your current project is a high priority and high profile project within your organization. You want to identify the project stakeholders that will have the most power in relation to their interest on your project. This will help you plan for project risks, stakeholder management, and ongoing communication with the key stakeholders in your project. In this process of stakeholder analysis, what type of a grid or model should you create based on these conditions?

Stakeholder power/interest grid

Influence/impact grid

Salience model

Stakeholder register

NO.190 A certain risk is identified for a major project, and the risk response is planned. However, the analysis reveals a high probability for a secondary risk which will be tolerated based on the organization ‘ s risk thresholds.
The secondary risk is subsequently registered. During project execution, the primary risk occurs, the planned action is taken, and the secondary risk emerges What two actions should the risk owner take? (Choose two.)

Implement the secondary risk response and update the project documents.

Conduct meeting with all stakeholder to agree on post impact solutions.

Set the corresponding trigger conditions to the secondary risk.

Engage the project manager to authorize the secondary risk ‘ s response.

Update and communicate assessments of the secondary risk ‘ s impact.

NO.191 Melody is the project manager for her organization. She has created a risk response to conduct more tests on the software her project is creating. The identified risk that prompted this response was that the software is mission-critical and must be flawless before it can be put into product.
What type of a risk response has Melody used in this scenario?

Mitigation

Enhance

Transference

Avoidance

NO.192 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?

Quantitative risk analysis

Risk conscience

Risk mitigation

Utility function

NO.193 During the construction of a housing development, a project team realizes they exceeded their materials budget during the first of three execution stages. The risk manager observed that the team did not notice that the cost of the materials increased due to continuous inflation in the steel market.
What could have been done during project planning to avoid overspending?

Met weekly with the finance team to monitor the cost

Communicated with the stakeholders that the project costs might increase

Properly documented the triggers and actions for the risk

Engaged with the sponsor to buy the steel in advance of the project

NO.194 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?

Conduct qualitative risk analysis to prioritize potential risks.

Plan a solid risk response plan and secure the necessary funding.

Educate stakeholders on best practices to perform risk management.

Benchmark to an organization which has executed a similar project,

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.

NO.195 Don is the project manager of the PFO project for his organization. Don is working with the project team members and two subject matter experts to assess the identified risk events in the project. Which of the following approaches is the best to assess the risk events in the project?

Determination of the true cost of the risk event

Probability and Impact Matrix

Root cause analysis

Interviews or meetings

NO.196 A risk manager creates a survey for project stakeholders to obtain their opinions on high levels of risk. Key questions in the survey address acceptable levels of cost increases and schedule delays.
What is the risk manager trying to determine?

Risk urgency

Risk exposure

Risk threshold

Risk attitude

NO.197 During project execution, a project manager invites the stakeholders to a risk review meeting. During this meeting, a vendor highlights that the mitigation plan for a schedule risk has generated an additional risk.
What should the risk manager do first?

Update the new risk in the risk register.

Plan responses for the new risk.

Passively accept the new risk.

Add the new risk to the watch list.

NO.198 Donna is the project manager of the QSD Project and she believes Risk Event D in the following figure is likely to happen.

If this event does happen, how much will Donna have left in the risk contingency reserve if none of the other risk events have happened?

$35,000

$41,700

$14,000

$6,700

NO.199 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?

Add all assumptions and constraints to the risk register.

Add the risk impact of the assumptions in the risk register.

Add the assumptions and constraints to the assumption log.

Add the assumptions and constraints in the project charter.

NO.200 Beth is the project manager of the BFG Project for her company. In this project Beth has decided to create a contingency response based on the performance of the project schedule. If the project schedule variance is greater than $10,000 the contingency plan will be implemented. What is the formula for the schedule variance?

SV=EV/PV

SV=PV-EV

SV=EV/AC

SV=EV-PV

NO.201 Which analysis method uses stratified sampling without replacement?

Latin Hypercube

Monte Carlo simulation

Impact analysis

Linear regression analysis

NO.202 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.)

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

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

A growing number of competitors with digital signatures.

An elimination of manual steps associated with recording wet signatures

The growing adoption of mobile communications in the industry.

SWOT analysis identifies strengths, weaknesses, opportunities, and threats. In this case, B and C are potential threats or opportunities. B is a threat as engineers’ reservations may hinder the initiative, and C is an opportunity as growing competition may drive the company to improve its digital signature capabilities.
A SWOT analysis is a technique used to identify the strengths, weaknesses, opportunities, and threats of a project, organization, or option. It helps to evaluate the internal and external factors that can affect the project’ s success or failure. In this question, the project manager has used a SWOT analysis to identify the threats and opportunities for the digital signature initiative. A threat is an external factor that can negatively impact the project’s objectives, while an opportunity is an external factor that can positively impact the project’s objectives. Therefore, two potential threats or opportunities under the SWOT analysis are:
* B. The organization’s professional engineers having reservations about possible information tampering.
This is a threat because it can reduce the acceptance and adoption of the digital signature initiative by the key stakeholders, who are the professional engineers. They may have concerns about the security, reliability, and validity of the digital signatures, and may prefer to use the traditional wet signatures.
This can affect the project’s scope, quality, and stakeholder satisfaction.
* C. A growing number of competitors with digital signatures. This is an opportunity because it can create a competitive advantage for the organization, as it can offer faster, cheaper, and more efficient services to its clients. The digital signature initiative can also help the organization to comply with the industry standards and regulations, and to enhance its reputation and brand image. This can affect the project’s schedule, cost, and profitability.
The other options are not threats or opportunities under the SWOT analysis, because they are either internal factors or not relevant to the project’s objectives. They are:
* A. The management team agreeing to include more resource for the digital signature initiative. This is a strength, not a threat or an opportunity, because it is an internal factor that can help the project to achieve its objectives. It can provide more support, expertise, and funding for the project, and improve the project’s performance and quality.
* D. An elimination of manual steps associated with recording wet signatures. This is a benefit, not a threat or an opportunity, because it is an outcome or result of the project, not a factor that can affect the project. It can improve the efficiency, accuracy, and convenience of the project’s deliverables, and reduce the errors, delays, and costs associated with the wet signatures.
* E. The growing adoption of mobile communications in the industry. This is a trend, not a threat or an opportunity, because it is a general change or development in the industry, not a specific factor that can affect the project. It can influence the demand, expectations, and preferences of the project’s customers and stakeholders, but it does not directly impact the project’s objectives.
PMI, 2017. A Guide to the Project Management Body of Knowledge (PMBOKGuide) – Sixth Edition.
Newtown Square, PA: Project Management Institute, Inc., pp. 375-3761 PMI, 2019. Practice Standard for Project Risk Management. Newtown Square, PA: Project Management Institute, Inc., p. 182

NO.203 Several key stakeholders approach the project manager with concerns. The stakeholders have received feedback from local businesses that have reported a reduction in customers because of construction activities at the worksite, and they plan to submit a claim to the municipality to fine the project manager’s company.
How should the project manager address this concern?

Evaluate the risk with the team and update the issueing

Discuss the concern with the local business owners.

Update the key risks and perform a quantitative risk analysis.

Adjust construction work hours to after business hours.

Best PMI PMI-RMP Exam Practice Material Updated on Nov 08, 2026 [Q182-Q203]

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