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| Section | Objectives |
|---|---|
| Risk Response Planning | - Opportunity Response Strategies - Threat Response Strategies |
| Risk Strategy and Planning | - Risk Management Planning - Stakeholder Engagement in Risk |
| Risk Identification | - Identifying Individual Risks - Overall Project Risk Identification |
| Risk Monitoring and Control | - Risk Reporting and Communication - Risk Audits and Reviews |
| Risk Analysis | - Qualitative Risk Analysis - Quantitative Risk Analysis |
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NEW QUESTION # 245
In the middle of a project to improve internal workflows, the team realizes that some previously identified challenges, such as lack of stakeholder engagement, have diminished. However, the risk manager determines that concerns related to resource availability and regulatory compliance are becoming more significant.
Which measures should the risk manager implement?
Answer: C
Explanation:
Risks are dynamic and their priorities change throughout the project lifecycle. The PMBOK Guide and ISO
31000 emphasize continuous risk monitoring and updating the risk register to reflect changing risk priorities:
"Monitoring risks is an ongoing process... Risks, their status, and their priorities must be reassessed regularly, and the risk register updated accordingly."
- PMBOK Guide, 6th Edition, Section 11.7
"Risk management should be a continual process of risk identification, assessment, and review."
- ISO 31000:2018, Section 6.7
References:
PMBOK Guide, 6th Edition, Section 11.7
ISO 31000:2018, Section 6.7
NEW QUESTION # 246
You work as the project manager for Bluewell Inc. There has been a delay in your project work that is adversely affecting the project schedule. You decide, with your stakeholders' approval, to fast track the project work to get the project done faster. When you fast track the project, what is likely to increase?
Answer: C
NEW QUESTION # 247
Diana is the project manager of the QPS project for her company. In this project Diana and the project team have identified a pure risk. Diana and the project team decided, along with the key stakeholders, to remove the pure risk from the project by changing the project plan altogether. What is a pure risk?
Answer: C
NEW QUESTION # 248
Which of the following risk management processes uses brainstorming as a technique?
Answer: D
NEW QUESTION # 249
A key hardware component failed during a large software implementation project, with significant organizational impact. The risk owner was on vacation and no one responded to this incident, thereby causing project delays.
What should have been done to prevent this situation?
Answer: A
Explanation:
The correct answer is C. The risk owner should have communicated with the project manager so that a designated stakeholder could have been assigned to accept accountability for implementing risk responses.
The core problem in this scenario is not simply that the hardware failed. The real failure is that no one was available and accountable to respond when the risk event occurred . In sound risk management practice, each significant risk should have a clearly assigned risk owner responsible for monitoring the risk and ensuring that the agreed response is implemented. If that individual becomes unavailable, responsibility should not be left unattended. A backup or delegated stakeholder should be assigned so that accountability continues without interruption.
This makes option C the best answer because it addresses the actual governance gap: lack of continuity in risk ownership and response accountability. Proper planning for risk response execution includes ensuring coverage when the assigned owner is absent.
Why the other options are incorrect:
* A. The project manager should have requested and mandated that no vacations be taken during critical implementation activities or until all implementation had been completed for the project. This is unrealistic and not a proper risk management control. Projects should be structured so that important responsibilities continue even when people are unavailable. Preventing vacations is not an appropriate or sustainable risk response strategy.
* B. The risk manager should have anticipated this situation and planned for schedule buffers in the project schedule to accommodate the likelihood of failed hardware. Schedule buffers may help absorb delays, but they do not solve the real issue described in the question, which is the absence of anyone responsible for responding to the incident. The key deficiency is accountability, not just schedule flexibility.
* D. The risk manager should have taken the responsibility of responding to this risk instead of relying on and waiting for the risk owner to return from vacation. The risk manager facilitates and oversees the risk management process, but does not automatically become the response owner for every risk. The correct approach is assignment of the appropriate risk owner or delegate, not centralizing all response responsibility in the risk manager.
Best-practice reasoning:
Risk ownership must be explicit, continuous, and supported by delegation when needed. For critical risks, organizations should ensure backup accountability and escalation paths so that risk responses can be executed immediately when triggers occur.
Reference-aligned basis:
This answer is consistent with standard risk management guidance that emphasizes:
* assigning a risk owner to each significant risk,
* ensuring responsibility for implementing agreed responses,
* maintaining continuity of risk response accountability during project execution.
References:
PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide) , Project Risk Management PMI, Practice Standard for Project Risk Management ISO 31000, risk treatment and assignment of responsibilities
NEW QUESTION # 250
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