PMI PMI-RMP Actual Questions

The probability-impact matrix is a standard tool for qualitative risk analysis, as recommended by PMI:

"A probability and impact matrix is used to prioritize identified risks for further analysis or action by combining their probability of occurrence and impact on project objectives."

— PMBOK® Guide, 6th Edition, Section 11.3

This ensures the most critical risks are prioritized for response planning.

The risk manager should use the Delphi method in this situation, as this is a technique that can help resolve differences among experts and reach a consensus on the identified risks and their characteristics. The Delphi method is a tool used to make quick decisions with consensus. This technique consists of sending several sets of anonymous questions to each expert. This is followed by a group discussion after every round. The Delphi method can help the risk manager to solicit the opinions of all experts without revealing their identities. This way, the experts can express their views freely and honestly, without being influenced or intimidated by others. The Delphi method can also reduce personal bias, ego, or emotional conflict among the participants. The risk manager can use the results of the Delphi method to create a list of potential risks and their causes, effects, and probabilities. The other options are not appropriate techniques for the risk manager to use in this situation. Brainstorming is a technique that can help generate ideas and identify risks, but it may not be effective in resolving differences among experts, as it involves open and spontaneous discussion. Focus group is a technique that can help collect requirements and opinions from stakeholders, but it may not be suitable for resolving technical disagreements among experts, as it involves a moderated and structured discussion. Checklist analysis is a technique that can help identify risks based on historical information and lessons learned, but it may not be helpful in resolving differences among experts, as it involves a predefined list of potential risks. References: 3, 4, 5

According to the PMBOK Guide, the risk response plan is the set of actions that the project team will take to address the identified risks. The risk response plan should be reviewed and updated periodically throughout the project lifecycle, as new risks may emerge or existing risks may change. The risk owners are the persons assigned the responsibility of monitoring the risks and implementing the risk response actions. The risk owners should work with the risk manager and other stakeholders to evaluate the effectiveness of the risk response plan and make any necessary adjustments. In this case, the risk manager should ask the risk owners to review the risk response plan and see if there are any alternative or additional actions that can be taken to deal with the delay caused by the external team. Starting a quantitative analysis, crashing the schedule, or transferring the risk are not appropriate actions for this situation, as they are either too late, too costly, or too risky. References: = PMBOK Guide, 6th edition, pages 452-453; The Standard for Risk Management in Portfolios, Programs, and Projects, page 79.

Contingency plans are predefined actions that the project team will take if an identified risk event occurs. They are designed to reduce the impact or probability of the risk, or to restore the project to its original objectives. Contingency plans are part of the risk response planning process, and they should be documented in the risk register. In this case, the risk manager should execute the contingency plans to deal with the delays caused by the weather, as they cannot be avoided or mitigated. Performing time recovery actions, executing prevention plans, or performing change management are not appropriate responses for this risk, as they are either reactive, proactive, or corrective measures that do not address the risk directly. References: = PMBOK Guide, 6th edition, page 443; The Standard for Risk Management in Portfolios, Programs, and Projects, page 75.