Updated Mar 08, 2026 PMI-RMP Exam Dumps – PDF Questions and Testing Engine [Q24-Q42]

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Updated Mar 08, 2026 PMI-RMP Exam Dumps – PDF Questions and Testing Engine

New (2026) PMI PMI-RMP Exam Dumps

NO.24 The risk manager conducted an updated Monte Carlo simul-ation for the project at the end of a phase. The simul-ation reveals a key activity is now on the critical path.
What recommendation should the risk manager make to the project manager?

Add more contingency to the project

Review the plans for the key activity

Increase the budget for the key activity

Add more float to the key activity

NO.25 The risk manager of a medium-sized project is performing risk response planning with the project team. The proposed action for one specific, primary risk introduces a secondary risk What should the risk manager and the risk owner of the primary risk do about this situation?

Take no action, as secondary risks are not important for the successful execution of a project.

Inform the project manager about the occurrence of a secondary risk and propose to increase the management reserve.

Perform an analysis to calculate the estimated required budget for the secondary risk and propose to increase the management reserve accordingly.

Produce an agreed risk description, assess the probability, impacts, and select an appropriate response strategy for the secondary risk.

NO.26 An agriculture government agency faces different challenges with farmers and landlords In implementing its ambitious growth strategy. The agency decided to establish an enterprise risk management unit to identify risks, analyze risks, and provide a handbook showing how to handle the surrounding uncertainty.
What should the risk management expert recommend the agency do first to identify risks and develop the handbook?

Follow standard risk Identification tools dedicated for agriculture and tailor them to the environment.

Hire an agriculture expert who can develop the required handbook and discuss it with the agriculture minister.

Prepare a list of the key resources that will be used to compile a risk management plan.

Conduct meetings, facilitated workshops, and interviews with stakeholders to identify potential risks.

NO.27 You are a project manager working on a software development project. You’ve developed the risk management plan, identified risks, and determined risk responses for the risks. One of the risks you identified occurs, and you implement the response for that risk. Then, another risk occurs as a result of the response you implemented. What type of risk is this called?

Residual risk

Mitigated risk

Secondary risk

Trigger risk

NO.28 A risk manager has been assigned to a new project and learns that stakeholders and project team members are spread across multiple time zones. Furthermore, many project team members have not worked together in the past. These items are identified as potential risks and added to the risk register.
How should the risk manager improve collaboration during risk planning?

Gather risk information from all parties and compile all submissions into a strength, weaknesses, opportunities, and threats (SWOT) analysis template.

Create a repository for project documents and related artifacts that can be accessed by all parties.

Communicate program metrics to all parties and create a scorecard to measure the effectiveness.

Work with the project manager to develop a start-up workshop and colocate the team if permitted.

NO.29 The project director and project manager have met with the board and determined that the project has depleted the entire contingency reserve and has started eroding the profit margin.
The project manager would like the risk manager to take full advantage of opportunities.
Which response should the risk manager take?

Mitigate

Transfer

Exploit

NO.30 A project manager has determined that they cannot outsource work nor eliminate the scope. They also discover that they cannot buy insurance or mitigate the risk.
What should the project manager do?

Avoid the risk

Transfer the risk

Ignore the risk

Accept the risk

NO.31 A risk manager is managing risks in a project. During the initial stages of project execution, a new risk is identified. There is a very small chance that this risk will occur and even if it occurs, the impact would be low.
What should the risk manager do with this risk?

Put the risk on the watch list.

Seek guidance from subject matter experts (SMEs).

Ignore this risk as it is not critical.

Inform the stakeholders about this risk.

NO.32 You work as a project manager for BlueWell Inc. You are working with Nancy, the COO of your company, on several risks within the project. Nancy understands that through qualitative analysis you have identified 80 risks that have a low probability and low impact as the project is currently planned. Nancy’s concern, however, is that the impact and probability of these risk events may change as conditions within the project may change. She would like to know where will you document and record these 80 risks that have low probability and low impact for future reference. What should you tell Nancy?

Risks with low probability and low impact are recorded in a watchlist for future monitoring.

All risks, regardless of their assessed impact and probability, are recorded in the risk log.

Risk identification is an iterative process so any changes to the low probability and low impact risks will be reassessed throughout the project life cycle.

All risks are recorded in the risk management plan.

NO.33 In the country where a project is being executed, customs procedures are complex and change frequently. During the risk identification process, the project team identifies a risk related to delays in customs on substantial equipment that will likely occur. Equipment delays on this project could lead to the project cancellation.
How should the probability and impact be characterized for this risk?

Low probability/low impact

High probability/low impact

Low probability/high impact

High probability/high impact

NO.34 A risk manager faces resistance as they try to implement the project’s risk strategy. Some members of the project team believe it is a waste of time and money, What should the risk manager do?

Continue to implement the risk strategy

Meet with team members to address their concerns.

Reduce the number of risk management activities.

Raise the concerns with the project sponsor,

When facing resistance from team members, the risk manager should engage in open communication to address their concerns and clarify the importance of risk management in the project.
According to the PMBOK Guide, 6th edition, Chapter 11: Project Risk Management1, the risk manager should handle this situation by meeting with team members to address their concerns. This is because:
* Resistance to risk management is a common challenge that can hinder the effectiveness and efficiency of the risk management process. Resistance can stem from various factors, such as lack of awareness, understanding, commitment, trust, or support for risk management; fear of negative consequences or blame; competing priorities or interests; or cultural differences or biases.
* Meeting with team members to address their concerns is a proactive and constructive way to overcome resistance and foster a positive risk culture within the project. By meeting with team members, the risk manager can:
* Communicate the value and benefits of risk management for the project and the organization, such as improving decision-making, enhancing performance, increasing stakeholder satisfaction, and reducing uncertainty and variability.
* Educate and train team members on the risk management principles, processes, tools, and techniques, and how they can be applied to the project context and objectives.
* Involve and empower team members in the risk management activities, such as identifying, analyzing, prioritizing, responding, and monitoring risks, and solicit their feedback and suggestions for improvement.
* Recognize and reward team members for their contributions and achievements in risk management, and celebrate the successful outcomes and opportunities realized by the project.
* The other options are not effective in handling this situation because:
* Continuing to implement the risk strategy without addressing the resistance can lead to further conflict, resentment, and distrust among the team members, and undermine the quality and credibility of the risk management process and outputs.
* Reducing the number of risk management activities can compromise the project’s ability to identify and respond to the risks that may affect its scope, schedule, cost, quality, or other objectives, and expose the project to unnecessary threats or missed opportunities.
* Raising the concerns with the project sponsor can escalate the issue and create a negative impression of the team members, and may not resolve the underlying causes of the resistance or improve the team’s engagement and commitment to risk management.
References:
* PMBOK Guide, 6th edition, Chapter 11: Project Risk Management1
* Risk Management Professional (PMI-RMP)® Exam Cert Guide2

NO.35 You are the project manager of the NHQ Project for your company. You have completed qualitative and quantitative analysis of your identified project risks and you would now like to find an approach to increase project opportunities and to reduce threats within the project. What project management process would best help you?

Monitor and control project risks

Create a risk governance approach

Create the project risk register

Plan risk responses

NO.36 A subcontractor working on a project may cause delays in the construction schedule. The project manager records this risk in the risk register and issues a change request sponsor rejects the change request.
What should the project manager have done differently?

Executed the risk strategy response and recorded it in the risk register.

Performed an analysis to affirm the request is valid before submitting.

Informed the client and the project sponsor that the request is being submitted.

Contacted the other stakeholders so they know the request is in process.

NO.37 You are the project manager for your company and a new change request has been approved for your project.
This change request, however, has introduced several new risks to the project. You have communicated these risk events and the project stakeholders understand the possible effects these risks could have on your project.
You elect to create a mitigation response for the identified risk events. Where will you record the mitigation response?

Risk register

Risk log

Risk management plan

Project management plan

NO.38 A risk manager for a hospital extension project is leading a project team in developing a risk management plan. One team member is responsible for conducting risk identification. The team member just joined the team and is struggling to ensure the coverage of all risks that might arise in this complex project.
How should the risk manager address this concern?

Develop a risk breakdown structure {RBS) to identify possible risks.

Develop a risk impact analysis to assess the consequences of possible risks

Develop a probability and impact matrix to analyze possible risks.

Create a risk register to capture and track possible risks.

NO.39 The risk manager is about to go on medical leave, but before departing, conducts a risk response planning review meeting with stakeholders. A new risk manager is assigned to the project, and during the first status meeting an issue is identified.
What is the appropriate course of action in this case?

Perform a project review.

Perform a risk reserve analysis.

Implement an action plan to resolve the issue.

Delegate to the action owner.

NO.40 A certain risk is identified for a major project, and the risk response is planned. However, the analysis reveals a high probability for a secondary risk which will be tolerated based on the organization’s risk thresholds. The secondary risk is subsequently registered. During project execution, the primary risk occurs, the planned action is taken, and the secondary risk emerges What two actions should the risk owner take? (Choose two.)

Implement the secondary risk response and update the project documents.

Conduct meeting with all stakeholder to agree on post impact solutions.

Set the corresponding trigger conditions to the secondary risk.

Engage the project manager to authorize the secondary risk’s response.

Update and communicate assessments of the secondary risk’s impact.

NO.41 A risk manager for a financial organization is assigned to support a project team in developing a custom software solution to manage loans. Which document should the risk manager request first from the project sponsor to identify major risks?

Risk management plan

Clients’ credit scores

Organization’s mission and vision

Historical data from the credit portfolio

Explanation
According to the PMBOK Guide, 6th edition, Chapter 11: Project Risk Management1, the risk manager should request the risk management plan first from the project sponsor to identify major risks. This is because:
The risk management plan is a document that describes how risk management activities will be planned, structured, and performed throughout the project life cycle. The risk management plan provides guidance and direction for the risk manager and the project team on how to identify, analyze, prioritize, respond, and monitor risks, as well as how to allocate resources, define roles and responsibilities, establish risk categories, and document risk-related information.
The risk management plan is a key input for the risk identification process, which is the process of determining which risks may affect the project and documenting their characteristics. The risk identification process involves using various tools and techniques, such as brainstorming, interviews, checklists, assumptions and constraints analysis, SWOT analysis, expert judgment, and data gathering, to generate a comprehensive list of potential risks that may impact the project objectives, such as scope, schedule, cost, quality, or stakeholder satisfaction.
The risk management plan helps the risk manager to identify major risks by providing the following information:
The risk management strategy, which defines the approach and methodology for managing risks, including the level of detail, rigor, and frequency of the risk management activities, and the alignment with the project management plan and the organization’s policies and procedures.
The risk thresholds, which specify the acceptable level of risk exposure for the project and its objectives, based on the risk appetite, tolerance, and attitude of the project sponsor and other key stakeholders.
The risk categories, which are a group of potential causes of risk that can be used to structure and organize the identified risks into a hierarchical structure, such as a risk breakdown structure (RBS). The risk categories can be derived from various sources, such as the project scope statement, the work breakdown structure (WBS), the organizational process assets, or the industry standards and practices.
The roles and responsibilities, which define the authority and accountability of the project team members and other stakeholders involved in the risk management process, such as the risk manager, the risk owner, the risk committee, the risk auditor, and the risk reviewer.
The resources, which specify the budget, time, and human resources allocated for the risk management process, as well as the tools, techniques, and software applications that will be used to support the risk management activities.
The communication and reporting, which describe the type, format, content, frequency, and distribution of the risk-related information and reports that will be shared among the project team and other stakeholders, such as the risk register, the risk report, the risk dashboard, and the risk audit report.
The other options are not the best documents to request first from the project sponsor to identify major risks because:
The clients’ credit scores are a specific type of data that can be used to assess the credit risk of the loans, but they do not provide a comprehensive view of all the potential risks that may affect the project, such as technical, operational, legal, regulatory, or market risks.
The organization’s mission and vision are high-level statements that describe the purpose, values, and goals of the organization, but they do not provide specific guidance or direction on how to manage risks for the project, such as the risk management strategy, methodology, or tools.
The historical data from the credit portfolio are a source of information that can be used to analyze the past performance and trends of the loans, but they do not reflect the current or future uncertainties and opportunities that may impact the project, such as changes in customer behavior, technology, competition, or regulation.
References:
PMBOK Guide, 6th edition, Chapter 11: Project Risk Management1
Risk Management Professional (PMI-RMP) Exam Cert Guide2

NO.42 At the completion of a small project, the risk manager performs a risk audit and finds that several identified risks had occurred, and the impact was significantly larger than expected. While the project remained on schedule, the project budget increased by 50%. The project met all risk response milestones and no additional, previously unidentified risks, occurred on the project.
Based on this information, what risk management process improvement should the risk manager recommend for future similar projects?

Increase frequency of risk management meetings with the project manager.

Revise the level of accuracy of probability and impact scores.

Document the risk audit report and capture it in the lessons learned database.

Expand the use of risk identification techniques.

PMI-RMP certification is recognized globally and is highly valued in the industry. It demonstrates a professional’s ability to identify and manage risks in a project or organization, which is crucial for the success of any project. PMI Risk Management Professional certification also showcases a professional’s commitment to excellence and continuous learning in the field of risk management.

PMI Risk Management Professional PMI-RMP Exam

PMI Risk Management Professional PMI-RMP Exam which is related to PMI Risk Management Professional Certification. This exam validates the Candidate knowledge of Project risk management processes, frameworks, basic project management theory, methodologies, and practice, Risk principles and guidelines as described in ISO31000, Communication tools,channels and models, techniques and Facilitation tools, Negotiation tools, leadership theory as it relates to risk management, Organizational theory as it relates to risk management, Risk taxonomy, PMI Code of Ethics and Professional Conduct.

To be eligible for the PMI-RMP certification exam, candidates must have at least three years of experience in project risk management and 30 hours of risk management education. PMI-RMP exam covers topics such as risk identification, risk analysis and assessment, risk response planning, and risk monitoring and control. It is a four-hour computer-based exam consisting of 170 multiple-choice questions. The passing score for the exam is 61%. Successful candidates are awarded the PMI-RMP certification, which is valid for three years and must be renewed through continuing education and professional development activities.

Updated Verified Pass PMI-RMP Exam – Real Questions and Answers: https://www.actualtorrent.com/PMI-RMP-questions-answers.html

Updated Mar 08, 2026 PMI-RMP Exam Dumps – PDF Questions and Testing Engine [Q24-Q42]

PMI Risk Management Professional PMI-RMP Exam

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PMI Risk Management Professional PMI-RMP Exam