PMI PMI-RMP Exam Practice Questions (P. 3)

In what way can the risk manager determine when poor risk planning techniques are influencing the scope, schedule, quality, and/or budget of the project?

The company board is concerned about potential legal action from a high-risk project What technique can be used to justify risk response decisions taken on this project?

The project manager generates a monthly risk report for key stakeholders which documents high and medium risk items only. Where would the project manager find the list of recipients for the report?

A CEO wants to reduce costs in the time spent for risk management activities. What step did the risk manager fail to perform?

A risk on the risk register is triggered. This triggered risk costs US$200,000 to mitigate and will overwhelm the project, causing it to fail if not mitigated. The project manager identifies that there is US$200,000 left in the management reserve.
From which of the following sources should the funds be drawn to cover the risk mitigation?

Which tool can the project risk manager utilize to help identify and assess project risks?

The project manager is unable to obtain a global consensus of competing subject matter experts and stakeholders on the project scope. This has caused a one- month delay.
What should the project manager do next to reduce further delay?

A risk is identified early in the project. After six months, it is determined that the risk does not apply to this particular project.
How should the risk be handled by the risk manager?

Who is ultimately responsible for monitoring a risk that is about to exceed its risk threshold?

The sponsor hires a program manager as a consultant to evaluate a change program currently underway. The leading program manager tells the consultant that the program, currently in the execution phase, is in good standing, and detailed plans are available for review. The consultant reviews the project documentation and talks to the stakeholders, finding the opposite to be true. The project must be in recovery mode to get it back on track, and it is still in the planning phase.
There is low morale among the team members, the meetings are poorly managed, the detailed schedule has gaps, the risk register has not been updated for months, communications and detailed resource plans do not exist, and contract negotiations with a key vendor are behind schedule for critical deliverables.
What is the first course of action the program manager should take based on the current state?