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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Risk Process Facilitation | 25-28% | - Evaluate risk response effectiveness - Perform quantitative risk analysis - Plan risk responses - Identify risks using various techniques - Manage contingency reserves - Perform qualitative risk analysis - Implement risk responses |
| Topic 2: Risk Strategy and Planning | 19-20% | - Establish risk management policies and procedures - Plan risk management activities - Define risk thresholds and metrics - Develop risk management strategy - Integrate risk management into project lifecycle |
| Topic 3: Perform Specialized Risk Analyses | 14-16% | - Perform advanced quantitative analysis (e.g., Monte Carlo, decision trees) - Conduct specialized risk assessments (e.g., regulatory, compliance) - Analyze complex risk scenarios and dependencies |
| Topic 4: Risk Monitoring and Reporting | 19-20% | - Report risk management performance - Review risk audit results - Capture lessons learned regarding risks - Monitor identified and emerging risks - Track risk metrics and triggers - Evaluate risk response execution - Update risk register and documentation |
| Topic 5: Stakeholder Engagement | 19-20% | - Identify stakeholders and their risk tolerance - Manage stakeholder expectations regarding risks - Build consensus on risk response strategies - Involve stakeholders in risk management process - Promote risk awareness and understanding - Negotiate risk ownership and accountability - Communicate risk information effectively - Facilitate risk workshops and meetings - Collaborate with cross-functional teams |
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NEW QUESTION # 253
Kelly is the project manager of the NNQ Project for her company. This project will last for one year and has a budget of $350,000. Kelly is working with her project team and subject matter experts to begin the risk response planning process. When the project manager begins the plan risk response process, what two inputs will she need?
Answer: B
NEW QUESTION # 254
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?
Answer: C
Explanation:
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. Reference: PMI Risk Management Professional (PMI-RMP)Exam Content Outline1, PMI Practice Standard for Project Risk Management2, Risk Management Professional (PMI-RMP)Cert Guide3
NEW QUESTION # 255
A risk management professional is in the process of categorizing risks when a subject matter expert (SME) suggests categorizing the risks by their impact to the project objectives. Why should the risk management professional use this approach?
Answer: A
Explanation:
Categorizing risks by their impact on project objectives ensures that risk response plans are aligned with project priorities. This helps in focusing on the most critical risks and their potential impact on the project's success.
Categorizing risks by their impact to the project objectives is a way of aligning the risk management process with the project goals and stakeholder expectations. By doing so, the risk management professional can ensure that the risk response plans are focused on the most critical aspects of the project and that the project priorities are being considered in the decision making. This approach can also help to communicate the value of risk management to the project team and the stakeholders, as they can see how the risk management activities are contributing to the project success. Categorizing risks by their impact to the project objectives does not necessarily help to identify the specific causes of risks, determine the level of project leadership and organizational involvement, or assign risks and risk severities to functional disciplines and departments. These are other possible ways of categorizing risks, but they are not the main purpose of using the impact to the project objectives approach. References: PMI-RMP® Certification Handbook1, page 9; PMBOKGuide, page 415.
NEW QUESTION # 256
A financial-services company runs several digital projects that rely heavily on complex metrics for data- accuracy improvements, processing time, and system uptime. Risks identified within the projects must be addressed so that the prescribed metrics are achieved.
What should the risk manager prioritize during risk-response planning?
Answer: B
Explanation:
Risk-response planning should establish who owns each risk and what strategy and actions will be used to keep exposure within the required performance levels. Because the organization has prescribed metrics, responses should be explicitly linked to those measures and their thresholds.
The owner should have the authority, competence, and accountability to monitor the risk and coordinate the response. The response should specify expected effects on data accuracy, processing time, uptime, cost, and schedule, along with triggers and escalation conditions.
Selecting owners merely because they are available may result in weak accountability or insufficient expertise. Assigning primary and secondary resources may improve continuity, but it does not define the response itself. Governance for monitoring is important, yet it follows from and supports the response plan rather than replacing ownership and strategy.
Therefore, the risk manager should prioritize aligned ownership and response strategies.
Why the other options are not the best answers:
A). Availability alone is not a sound basis for ownership.
B). Backup ownership does not define how the risk will be treated.
C). Monitoring governance is important but is not a substitute for response ownership and strategy.
References:
PMI, PMBOK Guide-Sixth Edition, Section 11.5, Plan Risk Responses.
PMI, Practice Standard for Project Risk Management, guidance on risk ownership and response effectiveness.
PMI, The Standard for Risk Management in Portfolios, Programs, and Projects, guidance on alignment with objectives and measures.
NEW QUESTION # 257
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?
Answer: A
Explanation:
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
NEW QUESTION # 258
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