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| Section | Objectives |
|---|---|
| Risk Response Planning | - Threat Response Strategies - Opportunity Response Strategies |
| Risk Identification | - Overall Project Risk Identification - Identifying Individual Risks |
| Risk Analysis | - Qualitative Risk Analysis - Quantitative Risk Analysis |
| Risk Strategy and Planning | - Stakeholder Engagement in Risk - Risk Management Planning |
| Risk Monitoring and Control | - Risk Reporting and Communication - Risk Audits and Reviews |
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質問 # 325
Your project team has identified a project risk that must be responded to. The risk has been recorded in the risk register and the project team has been discussing potential risk responses for the risk event. The event is not likely to happen for several months but the probability of the event is high. Which one of the following is a valid response to the identified risk event?
正解：C
質問 # 326
A risk manager for a cross-functional project is initiating the risk identification process. The risk manager conducted some meetings for stakeholders to express their concerns, but some stakeholders are complaining that their opinions were not considered.
How should the risk manager address these concerns?
正解：A
解説：
According to the PMI Risk Management Professional (PMI-RMP) Examination Content Outline1, one of the tasks in the domain of Risk Identification is to review the stakeholder register and stakeholder engagement plan to communicate and solicit stakeholder input on risks throughout the project life cycle1. The stakeholder register is a project document that identifies the project stakeholders, their roles, interests, expectations, influence, and communication requirements2. The stakeholder engagement plan is a component of the project management plan that describes the strategies and actions to promote productive involvement of stakeholders in project decision making and execution3. In this scenario, the risk manager should review these documents to address the concerns of some stakeholders who are complaining that their opinions were not considered in the risk identification process. The risk manager should communicate with the stakeholders according to their preferences and needs, and solicit their input on the project risks using various tools and techniques, such as interviews, surveys, brainstorming, etc. The risk manager should also update the stakeholder register and stakeholder engagement plan as needed to reflect any changes in the stakeholder community or their expectations. The risk manager should not refer to the requirements documentation to confirm stakeholder requirements as they relate to risks, because that is not a direct way to address the stakeholders' concerns, and it may not capture all the potential risks that the stakeholders may identify4. The risk manager should not refer to the project charter to find guidelines and stakeholder communication channels, because the project charter is a high-level document that does not provide detailed information on how to communicate and engage with the stakeholders5. The risk manager should not rewrite the risk register to include the additional possible risks and inform the stakeholders, because that is a premature and presumptuous action that may not reflect the actual views and inputs of the stakeholders, and it may create more confusion and dissatisfaction among them6. References: 1: PMI Risk Management Professional (PMI-RMP) Examination Content Outline, page 82: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 5133: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 5184: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 1525: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 776: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 414.
質問 # 327
A stakeholder is asking a project team to hire an external vendor with more expertise and capacity to accelerate a delivery plan. The team has some concerns about this request. What should the risk manager do first?
正解：C
解説：
Before deciding to hire an external vendor to accelerate the delivery plan, it's essential to assess the potential internal and external factors that could influence this decision. Conducting a SWOT analysis allows the project team to systematically evaluate:
Strengths: Internal capabilities that could support the decision.
Weaknesses: Internal limitations or challenges.
Opportunities: External factors the project could capitalize on.
Threats: External factors that could pose risks.
This comprehensive assessment provides a balanced perspective, enabling informed decision-making regarding the engagement of an external vendor.
PMI Risk Management Study Guide References:
The PMI-RMP Exam Content Outline lists SWOT analysis as a technique for assessing project risk complexity and identifying potential threats and opportunities, facilitating informed decision-making in project risk management.
質問 # 328
You work as a project manager for BlueWell Inc. You are performing the quantitative risk analysis for your project. One of the project risks has a 50 percent probability of happening, and it will cost the project $55,000 if the risk happens. What will be the expected monetary value of this risk event?
正解：C
質問 # 329
A financial service firm adheres to heavily regulated compliance legislation. During the firm's latest project, the Chief Financial Officer (CFO) and the Chief Information Officer (CIO) endorsed a risk-based approach.
This approach ensured compliance with the legislative requirements for properly storing confidential employee salary information. The risk manager recorded this information in the project's risk management plan.
What is the organization's risk maturity level?
正解：D
解説：
An organization that uses an integrated, risk-based approach supported by executive management and documents this in a risk management plan demonstrates a high level of risk maturity. This aligns with best practice models such as the PMI's Organizational Project Management Maturity Model (OPM3) and ISO
31000:
"High maturity organizations have risk management integrated with governance and strategic decision- making, with executive-level endorsement and formal documentation."
- ISO 31000:2018, Section 5.2
"At the highest maturity, risk management is part of the culture and is proactively used to achieve objectives."
- OPM3, PMI
References:
ISO 31000:2018, Section 5.2
PMI OPM3 Model
質問 # 330
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