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質問 # 32
In a large industrial business, an on-going system development project faces a previously identified risk. The risk is adequately managed by the risk manager, however there is still residual risk.
What should the risk manager do?
- A. Update the risk register accordingly and review it in regular project meetings.
- B. Ask a subject matter expert (SME) to assess the residual risk and take action.
- C. Assign a risk owner and set it as high priority and high impact.
- D. Accept the risk because residual risks are often low.
正解：B
解説：
Decision tree analysis is a technique that uses a graphical representation of various possible outcomes and consequences of different courses of action, based on their probabilities of occurrence and associated payoffs or costs. It can help the project team to compare and evaluate the alternatives and choose the optimal one. In this case, the risk manager should use decision tree analysis to help the team members predict the outcomes of their potential choices following their probability of occurrence. Political, economic, social, technological, legal, and environmental (PESTLE) analysis, strengths, weaknesses, opportunities, and threats (SWOT) analysis, and cost-benefit analysis are not techniques that can directly help the team members to predict the outcomes of their potential choices following their probability of occurrence, and are therefore not the best answer. References: PMI Risk Management Professional (PMI-RMP)Exam Content Outline1, PMI Practice Standard for Project Risk Management2, Risk Management Professional (PMI-RMP)Cert Guide3
質問 # 33
Your organization has a project that is expected to last 20 months but the customer would really like the project completed in 18 months. You have worked on similar projects in the past and believe that you could fast track the project and reach the 18 month deadline. What increases when you fast track a project?
- A. Costs
- B. Communication
- C. Resources
- D. Risks
正解：D
質問 # 34
The risk manager loaded the risk register, built the risks into the simulation software, and ran the Monte Carlo analysis The P80 and P90 end dates are the same as the deterministic date.
What should be the risk manager's next step?
- A. Check the schedule for constraints
- B. Use the P90 date on the risk report
- C. Decrease the risk consequences
- D. Decrease the number of iterations
正解：A
質問 # 35
A project manager has determined that an activity is too complex to complete internally so they hire a licensed contractor to complete the work. What is the project manager performing in this situation?
- A. Risk transfer
- B. Risk mitigation
- C. Risk avoidance
- D. Risk acceptance
正解：A
解説：
By hiring a licensed contractor to complete the complex activity, the project manager is transferring the risk associated with that activity to the contractor. This is an example of risk transfer, as the responsibility for managing the risk is shifted from the project manager to the contractor.
According to the PMI Risk Management Professional (PMI-RMP)® Handbook1, one of the domains of the PMI-RMP exam is Risk Response Planning, which involves developing options and actions to enhance opportunities and reduce threats to project objectives1. One of the strategies for negative risks or threats is risk transfer, which involves shifting the impact of a threat to a third party, such as a contractor, a vendor, or an insurer2. In this situation, the project manager is performing risk transfer by hiring a licensed contractor to complete the work that is too complex to complete internally. By doing so, the project manager is transferring the responsibility and liability of the activity to the contractor, who is expected to have the expertise and resources to handle the complexity. The project manager is not performing risk mitigation, which involves reducing the probability and/or impact of a threat2. The project manager is not performing risk acceptance, which involves acknowledging the existence of a threat and making a conscious decision to accept it without taking any action2. The project manager is not performing risk avoidance, which involves changing the project plan to eliminate the threat or protect the project objectives from its impact2. References: 1: PMI Risk Management Professional (PMI-RMP)® Handbook, page 62: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition, page 436.
質問 # 36
You are the project manager of the AMD project for your organization. In this project, you are currently performing quantitative risk analysis. The tool and technique you are using is simulation where the project model is computed many times with the input values chosen at random for each iteration. The goal is to create a probability distribution from the iterations for the project schedule. What technique will you use with this simulation?
- A. Monte Carlo Technique
- B. Analogous modeling
- C. Expected Monetary Value
- D. Pareto modeling
正解：A
質問 # 37
The project manager is reviewing the lessons learned from a previous similar project. The previous project was delayed due to the delay in delivery of a gas turbine generator (GTG). Construction of the previous project had to be shut down unexpectedly to wait for the late delivery of the GTG.
What should the project manager do first?
- A. Communicate with the client to provide the previous shutdown plan.
- B. Interview the other project manager to learn more details.
- C. Include the risk in the register and communicate with the stakeholders.
- D. Review and update the project schedule.
正解：D
解説：
The project manager should first gather more information about the previous project's issues by interviewing the other project manager. This will help in understanding the root causes of the delay and how to prevent similar issues in the current project before taking further action.
The project manager should first include the risk of delay in delivery of the GTG in the risk register and communicate with the stakeholders about the potential impact and response strategies. This is part of the risk identification process, which is the first step in risk management. The risk register is a document that records the identified risks, their causes, effects, probabilities, impacts, and response plans. The project manager should communicate with the stakeholders to ensure that they are aware of the risk and its implications, and to obtain their feedback and support. The project manager should also update the risk register as new information becomes available or as the risk status changes. The other options are not the first actions that the project manager should take. Communicating with the client to provide the previous shutdown plan is part of the risk response process, which comes after the risk identification and analysis processes. Reviewing and updating the project schedule is part of the schedule management process, which is not directly related to risk management. Interviewing the other project manager to learn more details is a technique that can be used to identify risks, but it is not the first action that the project manager should take. The project manager should first document the risk in the risk register and communicate with the stakeholders before seeking more information from other sources. Reference: 3, 4, 5
質問 # 38
You are the project manager for TTP project. You are in the Identify Risks process. You have to create the risk register. Which of the following are included in the risk register? Each correct answer represents a complete solution. Choose two.
- A. List of key stakeholders
- B. List of identified risks
- C. List of mitigation techniques
- D. List of potential responses
正解：B、D
質問 # 39
You are working as a project manager in your organization. You are nearing the final stages of project execution and looking towards the final risk monitoring and controlling activities. For your project archives, which one of the following is an output of risk monitoring and control?
- A. Requested changes
- B. Quantitative risk analysis
- C. Qualitative risk analysis
- D. Risk audits
正解：A
質問 # 40
A risk manager has been assigned to a project constructing a chemical laboratory. Unfamiliar with chemical laboratories, the risk manager is unsure of where to start objectively identifying risks.
What should the risk manager do?
- A. Review published operational experience reports.
- B. Define chemical laboratory safety risk thresholds.
- C. Draft threat and opportunity risks that come to mind.
- D. Import a risk register from other industry chemical laboratories.
正解：A
解説：
Explanation
Reviewing published operational experience reports from similar projects or industries can help the risk manager objectively identify risks for the chemical laboratory project. These reports provide valuable insights into potential risks and lessons learned from other projects.
質問 # 41
A new project to develop a custom software solution for a high-profile client is being initiated. The project sponsor emphasizes the importance of delivering the solution on time and within budget, as this project could lead to significant future opportunities. The risk manager recognizes that the team lacks a standardized approach to managing risks and that some team members are unfamiliar with risk management practices.
What should the risk manager do?
- A. Develop a framework and engage the team in creating a risk plan.
- B. Ask the sponsor to define the risk strategy to align with client needs.
- C. Concentrate on high-priority risks to meet the sponsor's expectations.
- D. Train the team on basic techniques and defer the risk strategy for later.
正解：A
解説：
Establishing a risk management framework and involving the team in developing the risk plan creates ownership and builds risk management capability. PMBOK Guide states:
"A risk management plan should be developed early in the project and should involve the project team to ensure buy-in and effective implementation."
- PMBOK Guide, 6th Edition, Section 11.1
References:
PMBOK Guide, 6th Edition, Section 11.1
質問 # 42
A project manager has finished the project charter for a project and has now moved into the planning phase. In the first planning meeting, the project manager is trying to determine the risk tolerance and risk attitudes of the project's key stakeholders.
What is the first resource the project manager should reference?
- A. Benefits management plan
- B. Project charter
- C. Enterprise environmental factors (EEFs)
- D. Requirements management plan
正解：B
解説：
Explanation
The project charter is the first resource the project manager should reference to determine the risk tolerance and risk attitudes of the project's key stakeholders, as it contains information such as the project purpose, objectives, success criteria, high-level risks, and key stakeholder list. The project charter is an output of the Develop Project Charter process, which is part of the Initiating process group. The project charter provides the project manager with the authority to apply organizational resources to project activities and establishes a partnership between the performing organization and the requesting organization. References: PMBOK Guide,
6th edition, page 81-82.
Enterprise environmental factors (EEFs) provide information about the organization's culture, risk tolerance, and risk attitudes, which can help the project manager determine the risk tolerance and risk attitudes of the project's key stakeholders. (Reference: PMBOK Guide, 6th Edition, p. 39)
質問 # 43
Project stakeholders can often be risk averse with little to no knowledge of the risk process. How should a risk manager increase stakeholder risk appetite?
- A. Increase the impact of all risks in the risk breakdown structure (RBS)
- B. Develop a generous probabilistic cash flow model
- C. Exclude risk averse stakeholders from future risk discussions
- D. Explain risk handling and mitigation strategies
正解：D
解説：
The risk manager should increase stakeholder risk appetite by explaining risk handling and mitigation strategies, which will help stakeholders understand how risks can be managed and reduced, making them more comfortable with the risk process.
The best way to increase stakeholder risk appetite is to explain risk handling and mitigation strategies, which are the actions taken to reduce the probability and/or impact of risks, or to enhance the opportunities. By doing so, the risk manager can help the stakeholders understand how the risks can be managed effectively and efficiently, and how the potential benefits can outweigh the potential costs. This can also increase the stakeholder confidence and trust in the risk process and the project outcomes. The other options are not appropriate ways to increase stakeholder risk appetite. Excluding risk averse stakeholders from future risk discussions can alienate them and create conflicts. Increasing the impact of all risks in the risk breakdown structure (RBS) can exaggerate the risk exposure and create unnecessary fear and anxiety. Developing a generous probabilistic cash flow model can create unrealistic expectations and lead to poor decision making. Reference: PMI Risk Management Professional (PMI-RMP) Examination Content Outline and Specifications, page 81. A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, pages 403-4042.
質問 # 44
As per the risk analysis process carried out for a project, two risks are registered. The probability risk A will occur is 40% and its monetary impact to the project is US$100,000. The probability risk B will occur is 60% and its monetary impact to the project is US$20,000.
What is the total contingency budget that should be created?
- A. US$120,000
- B. US$80,000
- C. US$68,000
- D. US$52,000
正解：D
解説：
Explanation
The total contingency budget that should be created is US$52,000. This is calculated by multiplying the probability of each risk occurring by its monetary impact and then adding the results together: (0.4 * 100000)
+ (0.6 * 20000) = 40000 + 12000 = 52000. This calculation takes into account the likelihood of each risk occurring and its potential impact on the project.
質問 # 45
You work as a project manager for BlueWell Inc. You are working with your team members on the risk responses in the project. Which risk response will likely cause a project to use the procurement processes?
- A. Mitigation
- B. Acceptance
- C. Sharing
- D. Exploiting
正解：C
質問 # 46
Multiple new risks have come up on a project that were not included on the risk register. The project manager met with the team to explain that risk management is critical for the success of the project, and risk identification is key.
What should the project manager do next?
- A. Determine the likelihood and impact of the risks.
- B. Develop the risk response plans for identified risks.
- C. Review assumptions and constraints around risks.
- D. Apply an iterative approach to risk identification.
正解：D
解説：
The project manager should apply an iterative approach to risk identification, which involves continuous risk identification throughout the project lifecycle. This will help to identify and address new risks that may arise during the project.
According to the PMBOK Guide, risk identification is the process of determining which risks may affect the project and documenting their characteristics. It is an iterative process because new risks may evolve or become known only as the project progresses through its life cycle. There are many techniques available for risk identification and assessment, such as brainstorming, interviews, checklists, SWOT analysis, cause and effect diagrams, etc. The project manager should apply an iterative approach to risk identification to ensure that all relevant risks are captured and updated throughout the project. The project manager should also involve the project team and other stakeholders in the risk identification process to obtain their input and perspectives.
The other options are not valid for the next step after explaining the importance of risk management to the team:
* Review assumptions and constraints around risks: This is a technique for risk identification, but it is not the only one. The project manager should use a combination of techniques to identify risks, not just focus on one aspect. Also, reviewing assumptions and constraints is not the same as applying an iterative approach, which implies repeating the risk identification process at regular intervals or when changes occur.
* Develop the risk response plans for identified risks: This is a step in the Plan Risk Responses process, which comes after the Perform Qualitative Risk Analysis and Perform Quantitative Risk Analysis processes. The project manager should not develop the risk response plans before identifying and analyzing the risks.
* Determine the likelihood and impact of the risks: This is a step in the Perform Qualitative Risk Analysis process, which comes after the Identify Risks process. The project manager should not determine the likelihood and impact of the risks before identifying them.
References: PMBOK Guide1, Risk Management Professional (PMI-RMP) Cert Guide
質問 # 47
A risk manager for a large project has completed documenting the risk management plan. The project is moving from planning to execution.
Which three actions should the risk manager take to ensure the risk management plan remains effective during the project timeframe? (Choose 3)
- A. Verify whether or not any identified risks might occur and implement the risk response plan.
- B. Ensure management reserves are sufficient to cover the mitigation plans for all identified risks.
- C. Regularly check and report on the status of risks identified according to their prioritization.
- D. Monitor the status and oversee execution of the risk response plan for each identified risk.
- E. Allocate and lock in project resources according to the initial risk prioritization for all identified risks.
正解：B、C、D
解説：
According to the PMI-RMP Exam Content Outline1, one of the domains of the PMI-RMP certification is risk monitoring and reporting. This domain includes tasks such as "monitor and report on risk metrics and trends",
"monitor the status of risk response activities and update risk register and risk report accordingly", and
"monitor and control project contingency and management reserves". These tasks imply that the risk manager should regularly check and report on the status of risks identified according to their prioritization (B), monitor the status and oversee execution of the risk response plan for each identified risk ©, and ensure management reserves are sufficient to cover the mitigation plans for all identified risks (D). These actions will help the risk manager to ensure the risk management plan remains effective during the project timeframe. Therefore, the best answers are B, C, and D.
rences: 1: PMI-RMP Exam Content Outline, pages 9-10.
質問 # 48
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?
- A. SV=EV/AC
- B. SV=EV-PV
- C. SV=EV/PV
- D. SV=PV-EV
正解：B
質問 # 49
Rex is the project manager of the BDF Project. This project will last for two years and has a budget of $2,345,000. Management has instructed Rex that the project must not go over budget as funds are very tight in the organization. During the project planning Rex and the project team discover a positive risk event to save $75,000. Rex wants to make certain that this risk event happens so which risk response method is most appropriate?
- A. Enhance
- B. Mitigation
- C. Share
- D. Exploit
正解：D
質問 # 50
You are the project manager of the YHG project for your company. Within the project, you and the project team have identified a risk event that could have a financial impact on the project of $450,000. This risk event has a 70 percent chance of occurring in the project. The project identifies a solution that will reduce the probability of the risk event to ten percent, but it will cost $260,000 to implement. Management agrees with the solution and asks that you include the risk response in the project plan. What risk response is this?
- A. This is avoidance because the risk response caused the project plan to be changed.
- B. This is not a risk response, but a change request.
- C. This is mitigation because the response reduces the probability.
- D. This is transference because of the $260,000 cost of the solution.
正解：C
質問 # 51
During the monthly executive review meeting, the project sponsor would like to understand how the project team has planned to manage risks that were identified in the last meeting. What should the project manager do?
- A. Utilize a Monte Carlo assessment to provide risk related impacts.
- B. Transfer secondary and residual risks to the project sponsor.
- C. React to the secondary and residual risks only if they occur.
- D. Include secondary and residual risks as part of the response.
正解：D
解説：
The The project manager should include secondary and residual risks as part of the risk response plan.
Secondary risks are those risks that arise as a direct result of implementing a risk response to a specific risk.
Residual risks are those risks that are expected to remain after the planned responses of risks have been taken, as well as those that have been deliberately accepted. Both secondary and residual risks should be identified, analyzed, and monitored throughout the project life cycle. The project manager should communicate the risk response plan to the project sponsor and other stakeholders, and explain how the project team has planned to manage the secondary and residual risks12
1: PMI Risk Management Professional (PMI-RMP) Handbook, page 10 2: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, page 11.2.2.1 project manager should include secondary and residual risks in the risk response plan, as they may still impact the project. Proactively addressing these risks will help the project team to be prepared and manage them effectively if they occur.
質問 # 52
Holly is the project manager of the NHQ project for her company. Her project sponsor, Tracy, has requested that Thomas, the department manager, from the Risk Management Department, will work with Holly to determine the effectiveness of the risk responses. Tracy and Thomas are concerned that some of the risks within Holly's project may not be addressed to depth they would like. In this scenario, who is responsible for ensuring that risk audits are performed at an appropriate frequency throughout the project?
- A. Thomas
- B. Holly
- C. The project team
- D. Tracy
正解：B
質問 # 53
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?
- A. Provide coaching to the risk action owners.
- B. Update the risk response strategies.
- C. Revisit the risk thresholds and triggers.
- D. Review the stakeholders' risk appetite.
正解：C
質問 # 54
Rex is the project manager of the BDF Project. This project will last for two years and has a budget of
$2,345,000. Management has instructed Rex that the project must not go over budget as funds are very tight in the organization. During the project planning Rex and the project team discover a positive risk event to save $75,000. Rex wants to make certain that this risk event happens so which risk response method is most appropriate?
- A. Enhance
- B. Mitigation
- C. Share
- D. Exploit
正解：D
質問 # 55
A risk manager is assigned to a short-term telecommunications upgrade project. This project is not technically complex, but has rigorous implementation timelines, and very little cost reserve available to address potential problems. The project manager indicates that completing the project on time is critical, but should not be done at the expense of performance.
Which aspect of risk impact is most important when designing the risk impact scale?
- A. Technical requirements
- B. Schedule
- C. Technical performance
- D. Cost
正解：C
質問 # 56
In the middle of a construction project, the primary construction materials provider canceled the contract and moved to a competitor offering a higher price. The risk manager considers this a low-impact issue because many construction materials providers can fulfill the project demands.
However, after informing the stakeholders of this issue, the major investor is about to drop their intention to continue executing the project. The risk manager does not understand their decision.
What should the risk manager do next to understand the major stakeholder's decision regarding the project?
- A. Perform a risk reserve analysis.
- B. Perform a procurement analysis.
- C. Perform a stakeholder impact and influence analysis.
- D. Perform a risk impact analysis.
正解：C
解説：
A stakeholder impact and influence analysis is a technique to identify the level of interest and power of each stakeholder, and to assess how they may affect or be affected by the project outcomes. It can help the risk manager to understand the stakeholder's perspective and expectations, and to communicate with them effectively. In this case, the risk manager should perform a stakeholder impact and influence analysis to understand why the major investor is about to drop their intention to continue executing the project, and to address their concerns and needs. A risk impact analysis, a risk reserve analysis, and a procurement analysis are not relevant to the stakeholder's decision, and would not help the risk manager to understand their rationale. References: PMI Risk Management Professional (PMI-RMP)® Exam Content Outline1, PMI Practice Standard for Project Risk Management2, Risk Management Professional (PMI-RMP)® Cert Guide3
質問 # 57
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