PMI-RMP Zertifizierung - PMI-RMP Fragen Antworten

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PMI PMI-RMP Exam Syllabus Topics:

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

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PMI-RMP Prüfungsfragen Prüfungsvorbereitungen, PMI-RMP Fragen und Antworten, PMI Risk Management Professional

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PMI Risk Management Professional PMI-RMP Prüfungsfragen mit Lösungen (Q186-Q191):

186. Frage
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$52,000
B. US$120,000
C. US$68,000
D. US$80,000

Antwort: A

Begründung:
In risk management, to calculate the contingency budget for risks, we use the Expected Monetary Value (EMV) formula: EMV=Probability of Risk×Impact of Risk\text{EMV} = \text{Probability of Risk} \times
\text{Impact of Risk}EMV=Probability of Risk×Impact of Risk
For Risk A:
Probability: 40% or 0.40
Impact: US$100,000\text{EMV of Risk A} = 0.40 \times 100,000 = US$40,000 For Risk B:
Probability: 60% or 0.60
Impact: US$20,000\text{EMV of Risk B} = 0.60 \times 20,000 = US$12,000
Total contingency budget = EMV of Risk A + EMV of Risk B
40,000 + 12,000 = US$52,000
Thus, the total contingency budget required for both risks is US$52,000. This approach follows PMI's risk management guidelines, specifically under the " Quantitative Risk Analysis " process. This process focuses on determining numerical probabilities and monetary impacts to compute the expected financial impact of identified risks.

187. Frage
A project manager wants to introduce a new technology to improve a project's performance. However, there are some costs associated that are beyond the current budget, and the proposed technology has not been applied to any previous company projects.
What should the project manager do in this situation?

A. Escalate this initiative to project decision makers and sponsors.
B. Outsource the implementation of the new technology as soon as possible.
C. Accept the fact that there is a risk associated with this new technology.
D. Take advantage of this opportunity of Improving the project performance.

Antwort: D

Begründung:
The project manager should escalate this initiative to project decision makers and sponsors, as they have the authority to approve changes in budget and scope. They can evaluate the potential benefits and associated with the new technology and make an informed decision on whether to proceed.
According to the PMBOK® Guide1, an opportunity is a risk that would have a positive effect on one or more project objectives if it occurs. Opportunities are uncertain events or conditions that can enhance or facilitate the achievement of project goals, such as cost savings, schedule acceleration, quality improvement, or scope expansion. A project manager should take advantage of opportunities by implementing risk responses that seek to maximize their probability and/or positive impact. In this case, the project manager wants to introduce a newtechnology to improve the project's performance, which is an opportunity for the project. The project manager should take advantage of this opportunity by planning and executing appropriate risk responses, such as exploiting, enhancing, sharing, or accepting the opportunity. This is part of the Plan Risk Responses and Implement Risk Responses processes in the PMBOK® Guide1. References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition.

188. Frage
You are working with Anna on your project to determine and map the probability distributions of risk within the project. You have indicated that you will use the uniform distribution method for a portion of the project. Which part of your project is most likely to have a uniform risk distribution?

A. Late completion stages of a project
B. Early concept stage of design
C. Project initiating
D. Project phases that deal with "cutover" technologies

Antwort: B

189. Frage
The project manager needs to create a risk management plan for a high risk project, but the company's senior management does not see value in spending time documenting major risks instead of leading the project.
What is the most appropriate action for the project manager to take first?

A. Hire a risk consultant to identity the major risks.
B. Develop a risk register and present it to the senior management
C. Document all identified risks.
D. Develop a risk management plan and present it to the sponsor.

Antwort: D

190. Frage
As part of standard procedure to monitor and control a project, a risk manager should constantly update the risk register. The risk register updates should include information on risk reassessment, risk audits, and periodic risk reviews.
What additional information should the risk manager prioritize in the risk register updates?

A. Actual outcomes and performance of risk management strategies
B. Actual costs and schedule delays of risk events
C. Actual cost impact of risk events
D. Actual outcomes of the project's risks and risk responses

Antwort: D

Begründung:
The risk register is a dynamic document that must capture not only planned risk responses but also the actual outcomes of risks and the effectiveness of risk responses implemented. According to the PMBOK Guide:
"The risk register should be updated with information on the results of risk responses, risk event outcomes, and actual effectiveness of the actions taken. This enables ongoing learning and continuous improvement in risk management."
- PMBOK Guide, 6th Edition, Section 11.7.3.2 (Project Document Updates: Risk Register) This ensures that both the realized outcomes of risks and the success or failure of responses are tracked for future reference and lessons learned.
References:
PMBOK Guide, 6th Edition, Section 11.7.3.2
Practice Standard for Project Risk Management, PMI, Section 6.7

191. Frage
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