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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 Jul. 14, 2026 (see below)
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.
In the early stages of a manufacturing project, a risk manager has identified a risk with a component provided by an external supplier that might be delayed. The delay may or may not be significant to the project.
What should the risk manager do?
Setting risk thresholds in collaboration with stakeholders ensures clarity on what is considered tolerable risk. PMBOK Guide and ISO 31000 state:
'Risk thresholds reflect the degree of risk that stakeholders are willing to accept. These should be defined collaboratively at the start of the project.'
--- PMBOK Guide, 6th Edition, Section 11.1
'The organization should define its risk criteria and thresholds, in consultation with stakeholders.'
--- ISO 31000:2018, Section 6.3
PMBOK Guide, 6th Edition, Section 11.1
ISO 31000:2018, Section 6.3
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.)
The risk owner should implement the secondary risk response, as it is now being tolerated, and update the project documents accordingly. They should also update and communicate the assessments of the secondary risk's impact to ensure everyone is aware of the situation.
According to the PMI-RMP Handbook1, the risk owner is responsible for implementing the risk response plan and monitoring the risk and its secondary risks. Therefore, the risk owner should take the following two actions when the secondary risk emerges:
Implement the secondary risk response and update the project documents. This action is consistent with the risk response strategy of tolerance, which means accepting the risk and its consequences. The risk owner should execute the planned response for the secondary risk, such as contingency plans or fallback plans, and update the relevant project documents, such as the risk register, the risk report, and the lessons learned register, to reflect the current status and impact of the risk.
Update and communicate assessments of the secondary risk's impact. This action is consistent with the risk monitoring and control process, which involves tracking the identified risks, evaluating their impact and probability, and reporting the risk information to the appropriate stakeholders. The risk owner should reassess the secondary risk's impact on the project objectives, such as scope, schedule, cost, and quality, and communicate the results to the project manager and other relevant stakeholders, such as the sponsor, the customer, and the team members.
:
PMI-RMP Handbook1
PMBOK Guide, 6th edition, Chapter 11: Project Risk Management2
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