PMI PMI Certification PMI-RMP Questions & Answers

• Question 1:

  The project manager for project X was expecting the mobilization of critical equipment from another project, project Y. However, a day before the mobilization was scheduled, another project manager notifies project X's project manager that the equipment would not be available for at least another month due to delayed activities for project Y. This has jeopardized meeting a critical milestone for project X.

  How should project X's project manager avoid this situation in the future?

  A. Prepare a contingency response plan to implement when delays occur

  B. Ask the other project manager to officially confirm the new date in writing

  C. Request that the other project manager be added to relevant reports

  D. Request that the other project manager inform if any additional delays are expected

  Correct Answer: A

  Explanation: A contingency response plan helps the project manager to be prepared for unexpected situations, such as delays in equipment mobilization. This plan should outline alternative actions to take in case of such delays, minimizing the impact on the project. According to the PMBOK Guide, a contingency response plan is a predefined action that the project team will take if an identified risk event occurs. It is part of the risk response plan, which is the output of the Plan Risk Responses process. The contingency response plan helps the project team to reduce the impact of the risk event on the project objectives, such as scope, schedule, cost, and quality. The contingency response plan should be documented in the risk register, along with the risk triggers, the assigned risk owners, and the allocated contingency reserves. The project manager for project X should prepare a contingency response plan to avoid the situation of being dependent on the availability of critical equipment from another project, project Y. This is because the equipment mobilization is an external dependency, which is a type of inter-project dependency that occurs when a project relies on another project for a deliverable or resource. Inter-project dependencies are a source of risk for the project, as they may cause delays, conflicts, or changes in the project scope or quality. The project manager should identify, analyze, and monitor the inter-project dependencies, and plan appropriate risk responses to deal with them. The contingency response plan for the equipment mobilization could include alternative sources of equipment, such as renting, purchasing, or borrowing from other projects or vendors. The contingency response plan could also include schedule adjustments, such as fast-tracking, crashing, or re-sequencing the activities that require the equipment. The contingency response plan should be implemented when the risk trigger occurs, such as the notification of the delay from the other project manager. The project manager should also communicate the contingency response plan to the relevant stakeholders, such as the project sponsor, customer, team members, and other project managers. The other options are not valid for avoiding the situation in the future: Ask the other project manager to officially confirm the new date in writing: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Asking for a confirmation in writing may help to document the issue and track the progress, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager's promises or commitments. Request that the other project manager be added to relevant reports: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Adding the other project manager to the relevant reports may help to improve the communication and coordination between the projects, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager's information or updates. Request that the other project manager inform if any additional delays are expected: This is not a valid option because it does not address the root cause of the problem, which is the dependency on the equipment from another project. Requesting the other project manager to inform if any additional delays are expected may help to anticipate and prepare for the impact, but it does not prevent the situation from happening again. The project manager should plan for the possibility of delays or changes in the equipment availability, and not rely on the other project manager's forecasts or estimates. References: PMBOK Guide1, Project interdependency management2, Interdependencies among projects in project portfolio management3, Mastering PMI-RMP Domains, Tasks, and Enablers for Effective Risk4

• Question 2:

  Which of the following are examples of relevant data gathering tools?

  A. Risk response plan and interviews

  B. Questionnaires and historical data

  C. Work breakdown structure an historical data

  D. Work breakdown structure and interviews

  Correct Answer: B

• Question 3:

  A project manager is leading a project review meeting with the risk manager and the other project stakeholders. Which of the following are typical risk-related agenda items for a project review meeting?

  A. Enterprise environmental factors and the risk register

  B. Risks closed in the last period and the risk appetite of the organization

  C. Organizational process assets and the risk register

  D. Risks closed in the last period and the trigger conditions that have occurred

  Correct Answer: D

• Question 4:

  As part of identifying the risk appetite of project stakeholders, the project manager must first identify the stakeholders. Which of the following inputs are used to identify project stakeholders?

  A. Project charter, management reserve, enterprise environmental factors, and organizational process assets

  B. Project management plan, human resource plan, enterprise environmental factors, and organizational process assets

  C. Project charter, bid documents, enterprise environmental factors, and organizational process assets

  D. Project charter, communications management plan, enterprise environmental factors, and organizational process assets

  Correct Answer: C

• Question 5:

  The project manager receives an updated project schedule from a sub team detailing the deliverables, dates, and durations for a critical milestone on the development and testing for offshore activities. This report is received one hour before a meeting with the chief executive officer (CEO) to present an updated master schedule of the critical path. The CEO has been promised a discussion on the project schedule several times. However, based on the recent update from the offshore team, the project manager realizes this new schedule is not realistic. There are new risks associated with it and it is not well thought out. Some key stakeholders want to present this revised plan to the CEO. This meeting has been postponed twice already.

  Which action should the project manager take before meeting with the CEO?

  A. Talk to the stakeholders before the meeting to discuss the options and ask their opinion.

  B. Present the revised master schedule to the CEO with the caveat that its being updated as new information is received, and these are the current dates at this point.

  C. Request the meeting be re-scheduled before presenting the master schedule to the CEO, stating that new major risks were identified and need to be assessed thoroughly.

  D. Present the revised schedule to the CEO and only answer questions about validity, if asked.

  Correct Answer: A

• Question 6:

  Which of the following should the risk manager consider as external environmental factors when creating the risk management plan?

  A. Government regulations, industry best practice templates, organizational standard processes, and competitor landscape

  B. Government regulations, industry standards, conditions of the marketplace, and competitor landscape

  C. Government regulations, risk categories, organizational standard processes, and competitor landscape

  D. Government regulations, human resource policies and procedures, organizational standard processes, and competitor landscape

  Correct Answer: B

• Question 7:

  A cost analyst team member asks the project manager for the latest risk data for inclusion with the cost estimates for the project. Which tool should the cost analyst team member use to identify the probability of achieving specific cost targets?

  A. Monte Carlo analysis

  B. Decision tree analysis

  C. Analogous estimating

  D. Brainstorming

  Correct Answer: A

• Question 8:

  Most risks are assessed for probability and impact. Which of the following are other factors that should be considered?

  A. Urgency and complexity

  B. Manageability and cost

  C. Urgency and manageability D. Manageability and complexity

  Correct Answer: C

• Question 9:

  A pharmaceutical company undertakes a new, year-long research and development (RandD) project. The company pursues high margins on investments and an aggressive growth strategy. They maintain a central program management office (PMO) to assist with new projects and record data on past project performance. The company leadership regularly makes decisions regarding the full suite of company projects and requires comparative data and reports. Project leadership is well-versed in risk management and the PMO requires full documentation of project management artifacts.

  Based on the characteristics of this new project, which of the following best describes the risk strategy for the project?

  A. Low stakeholder risk appetite, leverage historical project planning data, develop standard metrics and reports, and develop a formal risk management plan.

  B. High stakeholder risk appetite; leverage historical project planning data, develop standard metrics and reports, develop a formal risk management plan.

  C. High stakeholder risk appetite; leverage historical project planning data, utilize informal metrics and reports, develop risk management training.

  D. Low stakeholder risk appetite; collect new project data, create custom metrics and reports, and develop a formal risk management plan.

  Correct Answer: B

• Question 10:

  Which of the following would a proactive risk manager do during the Monitoring and Controlling Process?

  A. Develop risk responses, create risk management plan, and stay alert for risk events.

  B. Update the lessons learned documents, develop risk responses, and create the risk management plan.

  C. Review identified risks, stay alert for risk events, and remind team members to keep the risk manager informed about risk triggers.

  D. Review lessons learned document to identify risks, quantity risks, and lower impact ratings.

  Correct Answer: C