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| Section | Weight | Objectives |
|---|---|---|
| Stakeholder Engagement | 19-20% | - Facilitate risk workshops and meetings - Build consensus on risk response strategies - Manage stakeholder expectations regarding risks - Collaborate with cross-functional teams - Involve stakeholders in risk management process - Identify stakeholders and their risk tolerance - Negotiate risk ownership and accountability - Communicate risk information effectively - Promote risk awareness and understanding |
| Perform Specialized Risk Analyses | 14-16% | - Analyze complex risk scenarios and dependencies - Conduct specialized risk assessments (e.g., regulatory, compliance) - Perform advanced quantitative analysis (e.g., Monte Carlo, decision trees) |
| Risk Strategy and Planning | 19-20% | - Establish risk management policies and procedures - Define risk thresholds and metrics - Plan risk management activities - Integrate risk management into project lifecycle - Develop risk management strategy |
| Risk Process Facilitation | 25-28% | - Evaluate risk response effectiveness - Identify risks using various techniques - Perform quantitative risk analysis - Manage contingency reserves - Perform qualitative risk analysis - Plan risk responses - Implement risk responses |
| Risk Monitoring and Reporting | 19-20% | - Report risk management performance - Monitor identified and emerging risks - Review risk audit results - Capture lessons learned regarding risks - Update risk register and documentation - Evaluate risk response execution - Track risk metrics and triggers |
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67. Frage
A project's design has been completed and approved on time. The construction subcontractor should be mobilizing to start construction but does not have the necessary materials in place, causing a delaying in the project. The risk register only contains risks for the design phase of the project.
What should the project manager have done differently?
Antwort: D
Begründung:
The project manager should have performed risk identification exercises for the full lifecycle of the project, including the construction phase, to ensure that all potential risks were identified and addressed in the risk register.
Risk identification is the process of determining the risks that may affect the project and documenting their characteristics. Risk identification should be performed throughout the project lifecycle, as new risks may emerge or change over time. Risk identification should also consider all aspects of the project, such as scope, schedule, cost, quality, resources, stakeholders, and procurement. By performing risk identification exercises for the full lifecycle of the project, the project manager could have identified and planned for the potential risks associated with the construction phase, such as delays, material shortages, quality issues, or safety hazards. This would have helped to prevent or mitigate the impact of the risk event that occurred, and to ensure that the risk register is updated and comprehensive. Performing a Monte Carlo sensitivity analysis, adding generic construction risks, or reviewing the assumptions/exclusions register are not sufficient or effective ways of identifying the specific risks that may affect the project during the construction phase. These are either tools for risk analysis, risk response planning, or project initiation, but not risk identification. Reference: PMI-RMP Certification Handbook1, page 9; PMBOKGuide, pages 397-398.
68. Frage
Tom is the project manager of the GGG project for his company. He is working with the project team on the Perform Qualitative Risk Analysis process. Tom is having the project team to review the project scope statement as an input to the qualitative risk analysis process. Why?
Antwort: A
69. Frage
Which positive risk response best describes a teaming agreement?
Antwort: C
70. Frage
A project manager is educating the project team on risk management regarding the role of threats and opportunities. The team decides to log the opportunities in the current project's risk register to try to maximize their chances of occurrence.
What should the project team do next?
Antwort: B
Begründung:
According to the PMI Risk Management Professional (PMI-RMP) Reference Materials, the project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all the subsidiary plans and baselines from the project management processes1. The project management plan should be updated whenever there are changes in the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement2. In this case, the project team has decided to log the opportunities in the current project's risk register, which is a component of the project management plan. Opportunities are positive risks that may have a beneficial effect on the project objectives, such as cost savings, schedule acceleration, or quality improvement3. Therefore, the project team should update the project management plan to ensure the results of the opportunities are captured and reflected in the relevant subsidiary plans and baselines. For example, if an opportunity leads to a cost saving, the project team should update the cost management plan and the cost baseline accordingly.
71. Frage
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?
Antwort: A
Begründung:
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, andsupport 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.
72. Frage
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