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| Certification Vendor: | PMI |
|---|---|
| Exam Name: | PMI Risk Management Professional Certification Exam |
| Exam Number: | PMI-RMP |
| Real Exam Qty: | 115 (100 scored, 15 unscored pretest) |
| Passing Score: | Not published; scaled scoring, approx. 75% accuracy recommended |
| Exam Price: | $520 USD (PMI members), $670 USD (non-members) |
| Exam Duration: | 150 minutes |
| Available Languages: | English, Chinese (Simplified), Arabic |
| Certificate Validity Period: | 3 years |
| Related Certifications: | Program Management Professional (PgMP) PMI Agile Certified Practitioner (PMI-ACP) Project Management Professional (PMP) |
| Exam Format: | Computer-based, Scenario-based, Multiple-select (multiple answers), Multiple-choice (single answer) |
| Recommended Training: | PMI-RMP Exam Content Outline PMI-RMP Official Exam Prep Course |
| Exam Registration: | PMI Official Registration Pearson VUE Scheduling |
| Sample Questions: | PMI PMI-RMP Sample Questions |
| Exam Way: | Computer-based test at Pearson VUE centers or online proctored |
| Pre Condition: | Option 1: Secondary diploma + 36 months risk experience (last 5 years) + 40 hours risk education; Option 2: Bachelor's degree + 24 months risk experience (last 5 years) + 30 hours risk education; Option 3: Bachelor's from GAC-accredited program + 18 months risk experience (last 5 years) |
| Official Syllabus URL: | https://www.pmi.org/certifications/risk-management-rmp |
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The Project Management Institute (PMI) is a world-renowned organization that offers a wide range of certifications for professionals in the project management field. One such certification is the PMI-RMP (PMI Risk Management Professional) certification exam. PMI Risk Management Professional certification is designed for professionals who specialize in identifying and assessing project risks, and developing and implementing risk management strategies.
PMI-RMP certification is a valuable certification for professionals who work in the field of risk management. PMI Risk Management Professional certification demonstrates that the candidate has the knowledge and skills necessary to identify, assess, and manage risks in a project or business environment. The PMI-RMP Certification is also a valuable asset for professionals who work in project management, business analysis, or other related fields, as it demonstrates a high level of expertise in risk management.
NEW QUESTION # 301
A supplier Is delayed in delivering fuel for a project. The project manager anticipated this risk and is requesting fuel from another supplier. When speaking with the other supplier, a new risk appears because fulfilling the order will cause delays with several other projects.
After performing a detailed analysis, what should the risk manager do?
Answer: D
Explanation:
Explanation
The risk manager should execute the approved risk response plan, which should have been developed during the risk management process. This plan outlines the actions to be taken in response to specific risks and ensures that the project team is prepared to address potential issues.
NEW QUESTION # 302
Marsha is the project manager of the NHQ Project. There's a risk that her project team has identified, which could cause the project to be late by more than a month. Marsha does not want this risk event to happen so she devises extra project activities to ensure that the risk event will not happen. The extra steps, however, will cost the project an additional $10,000. What type of risk response is this approach?
Answer: A
NEW QUESTION # 303
Who is responsible for the stakeholder expectations management in a high-profile, high-risk project?
Answer: C
Explanation:
Explanation/Reference:
NEW QUESTION # 304
A company is preparing a formal response to bid for an infrastructure engineering, procurement, and construction project. When should a risk register be developed to identify risks?
Answer: A
Explanation:
Explanation
A risk register should be developed before submitting a formal bid response to help the company understand the project's risk profile and account for potential risks in their proposal. This allows the company to make informed decisions about cost, schedule, and resources. (Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Section 11.2) A risk register is a document that is used as a risk management tool to identify potential setbacks within a project. A risk register is typically created at the start of a project (before it begins), and is regularly referenced and updated throughout the life of a project through deliberate risk monitoring and control1. A risk register is an important component of any successful risk management process and helps mitigate potential project delays that could arise. A risk register is shared with project stakeholders to ensure information is stored in one accessible place2. A risk register also helps to establish a hierarchy of risks, starting with the most impactful.
The goal should be to have a path to mitigating those risks, reducing the harm they cause, or eliminating them. The register should also outline what's considered an acceptable level of risk and how to set up insurance to help offset the impacts3. Therefore, a risk register should be developed before a formal bid response is provided to the client to gain a greater understanding of the project's risk profile. This will help to estimate the project costs, schedule, and scope more accurately and realistically, as well as to identify the contingency plans and reserves needed to deal with the potential risks. Developing a risk register during the project execution phase, when a client project kick-off meeting is held, or after a project budget is set up with a purchase order are all too late to effectively identify and manage the risks that could affect the project success. References: 2, 3, 1, 4
NEW QUESTION # 305
The risk manager for a project successfully establishes the risk management plan, the risk register and performs the qualitative risk analysis with the team. As the first step of the analysis, the risk manager develops the probability and impact scales. The scales are presented to the project manager, who refuses to accept the proposed scales.
What did the risk manager overlook prior to developing probability and impact scales?
Answer: D
NEW QUESTION # 306
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