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PMI-RMP Exam Questions
- Topic 1: Risk Strategy and Planning/ Stakeholder/ Risk Process Facilitation/ Risk Monitoring and Reporting/ Perform Specialized Risk Analyses
- Topic 2: Project Risk Management Processes, Frameworks, and Theory (In Line with the PMI Practice Standard for Project Risk Management)
- Topic 3: Basic Project Management Theory, Methodologies, and Practice (as described in the PMBOK® Guide)
- Topic 4: Risk Principles and Guidelines as Described in ISO31000
- Topic 5: Communication Tools, Techniques, Models, and Channels
- Topic 6: Facilitation Tools and techniques
- Topic 7: Negotiation Tools and Techniques
- Topic 8: Leadership Theory as it Relates to Risk Management
- Topic 9: Organizational Theory as it Relates to Risk Management Risk Taxonomy
- Topic 10: PMI Code of Ethics and Professional Conduct
Free PMI PMI-RMP Exam Actual Questions
Note: Premium Questions for PMI-RMP were last updated On Aug. 21, 2026 (see below)
A financial institution is creating a new product database tor their clients. The project sponsor of this project is concerned about failure of the digital platform that hosts the database. The risk manager states that this risk will only occur if there is a major power outage; however, the financial institution has back-up power generators in place.
What type of risk is being referred to here?
Residual risks are those that remain after implementing risk response strategies. In this scenario, the primary risk is a major power outage that could lead to the failure of the digital platform hosting the new product database. The financial institution has mitigated this risk by installing backup power generators. However, the possibility of a power outage still exists, and the effectiveness of the backup generators cannot be guaranteed with absolute certainty. Therefore, the remaining risk, despite the mitigation measures, is classified as residual risk.
PMI Risk Management Study Guide Reference:
The PMI-RMP Exam Content Outline defines residual risk as the risk that remains after risk responses have been implemented, highlighting the necessity of monitoring these risks throughout the project lifecycle.
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A project manager is identifying risks on a project and decides to use a risk checklist to gather historical data accumulated from similar projects. With several different historical project files to choose from, which two pieces of information should the project manager include in their risk checklist? (Choose two.)
A risk checklist is a tool for identifying risks based on historical information and knowledge from similar projects. It is a list of potential risk sources or categories that can be used to prompt the project team to consider possible risks that may affect the project. A risk checklist should include information that is relevant and useful for identifying risks, such as lessons learned from similar completed projects and previous project risks that may be relevant to this project. These two pieces of information can help the project manager to learn from past experiences and avoid repeating the same mistakes or overlooking the same threats or opportunities. A risk checklist should not include information that is not directly related to risk identification, such as budget variance data from previously completed projects, project scope and cost management plans from previous projects, or stakeholder analysis metrics from projects with similar risk profiles. These pieces of information may be useful for other aspects of project management, such as planning, monitoring, or controlling, but they are not helpful for identifying risks on a project.Reference:PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Sixth Edition. Chapter 11: Project Risk Management, p. 397. 5
Lessons learned and previous project risks are valuable sources of information for creating a risk checklist. They provide insights into potential risks that may impact the current project and help the project manager develop appropriate risk responses. Budget variance data, project scope and cost management plans, and stakeholder analysis metrics, although useful, are not directly related to risk identification. (Reference: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Sixth Edition, Section 11.2)
A risk manager is preparing for the first meeting with their project sponsor on a potential project for a large client. The risk manager reviews their newly developed project risk register to identify any risks that should be analyzed further and begins by prioritizing the probability column based on the following criteria:
1 = Very Low
2 = Low
3 = Medium
4 = High
5 = Very High
What type of risk analysis is the risk manager performing?
The risk manager is performing a qualitative risk analysis by prioritizing risks based on their probability of occurrence. Qualitative risk analysis involves evaluating and prioritizing risks based on their likelihood and impact using a predefined scale. This approach helps in determining which risks require more attention and should be subjected to further analysis or immediate action.
PMI defines qualitative risk analysis as a process that uses a relative scale to assess the probability and impact of risks, which is what is being done in this scenario.
The project manager performed' a variance analysis on the project during the execution phase. The variances were shown as increasing
What does this result imply?
Increasing variances during the execution phase imply that the uncertainty and risk are increasing, as the project performance is deviating from the planned values.
According to the PMBOK Guide -- Sixth Edition1, variance analysis is a technique used to compare the actual performance of the project against the planned or expected performance. It can be applied to various aspects of the project, such as scope, schedule, cost, quality, and risk. Variance analysis can help identify deviations from the baseline and determine the causes and impacts of those deviations. If the variances are shown as increasing, it means that the actual performance is deviating more and more from the planned performance, which implies that the uncertainty and risk are increasing. This could affect the project objectives and deliverables, and require corrective or preventive actions to bring the project back on track. The other options are not correct, as they are either too specific (B and D) or contradictory to the result of the variance analysis.Reference:PMBOK Guide -- Sixth Edition, pages 262-263.
When selecting strategies as an activity of Plan Risk Response, what is the overall goal?
The overall goal of selecting strategies during the Plan Risk Response activity is to choose those strategies that have the greatest overall positive influence on the project, considering factors such as cost, schedule, and resources.
According to the PMI Risk Management Professional (PMI-RMP) Examination Content Outline1, one of the tasks in the domain ofRisk Responseis to select risk response strategies based on the risk appetite and tolerance of the organization and stakeholders1. The overall goal of selecting risk response strategies is to select the strategies with the greatest overall positive influence on the project objectives, such as scope, schedule, cost, quality, etc.The risk response strategies should aim to enhance the opportunities and reduce the threats to the project, while considering the cost-benefit analysis, the feasibility, and the alignment with the project goals and stakeholder expectations2.The risk response strategies should not be selected based on the least overall impact to resources, because that may not be the most effective or efficient way to address the risks, and it may ignore the potential benefits of some strategies that may require more resources but also deliver more value3. The risk response strategies should not be selected based on the least financial impact, because that may not be the most relevant or comprehensive criterion to evaluate the risks, and it may overlook other aspects of the project, such as quality, customer satisfaction, reputation, etc.that may also be affected by the risks4.The risk response strategies should not be selected based on the greatest benefit to stakeholders, because that may not be the most realistic or achievable goal, and it may create conflicts or trade-offs among different stakeholder groups that may have different or competing interests, needs, and expectations5.Reference:1: PMI Risk Management Professional (PMI-RMP) Examination Content Outline, page 102: A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Sixth Edition, page 4403: A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Sixth Edition, page 4414: A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Sixth Edition, page 4425: A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Sixth Edition, page 518.
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