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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 Mar. 18, 2026 (see below)
The project sponsor asks the project manager about the accuracy of the project dat
a. The project manager realizes that some risks have not been updated recently.
What should the project manager do regarding those risks?
If the project manager realizes that some risks have not been updated recently, they should review the risk register to check for new risks and ensure that all risks are accurately documented and updated.
The risk register is a document that contains information about the identified risks, their analysis, and their response plans. It is updated throughout the project life cycle as new risks emerge, existing risks change, or risks are closed. The project manager should review the risk register regularly to ensure that the project data is accurate and reflects the current risk situation. Reviewing the risk register also helps the project manager to identify any new risks that may have occurred since the last update, and to plan appropriate responses for them.Reference:PMI, Project Risk Management, 2nd edition, 2019, p.67-681
A project team in a multinational organization is working on a risk management plan for a multimillion-dollar project. This project involves three global regions with a wide range of critical stakeholders with varying degrees of risk appetite.
What should the risk manager advise the project team to do?
When managing risks in a project that spans multiple regions with varying degrees of risk appetite, it is essential to align the project's risk thresholds with the organization's overall risk appetite. This approach ensures consistency across all regions and projects, particularly in multinational organizations where varying regional practices and risk appetites could create discrepancies. By aligning with the organizational risk appetite, the project team ensures that the risk management process adheres to the strategic objectives and governance framework set by the organization. This alignment also helps in managing stakeholder expectations and ensuring that the project remains within acceptable risk parameters set by the organization as a whole, as emphasized in the Risk Management Policy.
An agile project manager has noticed their team's declining morale, mistrust, and isolation over the last 6 months of working on a project. What should the agile project manager do to enhance productivity and create a cohesive team culture?
Comprehensive and Detailed In-Depth
In agile project management, fostering a collaborative and cohesive team environment is crucial for project success. When a team experiences declining morale, mistrust, and isolation, it's essential to implement strategies that encourage teamwork and mutual support.
Option C: Promote cross-training and mentoring among team members.
Cross-training involves teaching team members multiple skills beyond their primary roles, enabling them to understand and perform various functions within the team. Mentoring pairs less experienced members with seasoned colleagues to facilitate knowledge transfer and build trust. These practices offer several benefits:
Enhanced Collaboration: Team members gain a better understanding of each other's roles, leading to improved empathy and cooperation.
Increased Flexibility: A multi-skilled team can adapt more readily to changes and cover for one another as needed.
Improved Morale: Opportunities for learning and growth can boost job satisfaction and reduce feelings of isolation.
The PMI-RMP Exam Prep Study Guide emphasizes the importance of team development activities, stating that 'promoting cross-training and mentoring fosters a collaborative environment and enhances team performance' (Fremouw, 2021, p. 134).
Option A: Introduce performance standards and evaluation methods.
While establishing clear performance standards is important, focusing solely on evaluation methods may not address underlying issues of morale and mistrust. Without first building a supportive team culture, performance evaluations could exacerbate feelings of isolation or competition.
Option B: Clarify project goals and project contract constraints.
Clarifying project goals and constraints is essential for alignment but doesn't directly tackle interpersonal issues within the team. While understanding objectives can provide direction, it doesn't necessarily improve team dynamics or morale.
Option D: Develop a reward system related to position and years of experience.
Implementing a reward system based on tenure and position may inadvertently reinforce hierarchies and contribute to feelings of inequality, further diminishing morale. Recognition programs are more effective when they acknowledge contributions and achievements rather than inherent characteristics like position or seniority.
In summary, promoting cross-training and mentoring (Option C) directly addresses the issues of declining morale, mistrust, and isolation by fostering a culture of collaboration, learning, and mutual support, leading to enhanced productivity and a cohesive team environment.
Fremouw, B. (2021). PMI-RMP Exam Prep Study Guide. RMC Publications.
A project team has completed the risk response plan for a newly identified major project risk. Some team members argue the plan does not totally eliminate the risk, considering the effort required to implement it, and feel the planned response should be thrown out altogether.
What should the risk manager do in this situation?
In risk management, it is common that not all risks can be completely eliminated. Residual risk is the remaining risk after all possible mitigation efforts have been applied. If the residual risk is within the organization's risk appetite---meaning the organization is willing to accept this level of risk---it is appropriate to proceed with the plan. The PMI framework supports this approach, as risk management is about balancing effort and benefit, ensuring that mitigation efforts are commensurate with the risk involved.
An experienced and the only developer on a software implementation project will be on leave for several weeks. The risk of this critical resource's availability was added to the risk register. Contingencies were made for a support developer to job shadow this resource, depending on how things go prior to their leave. The project team was pleased with the backup plan and the new resource was able to shadow for a few weeks.
What should the risk manager do next?
Once the contingency plan has been executed (e.g., the backup resource has shadowed the experienced developer), it is crucial to continuously monitor and manage any residual or secondary risks that may arise. These risks could include the backup resource's ability to perform effectively or the potential impact of the original developer's absence on project timelines. By updating the risk register and maintaining communication with the project team, the risk manager ensures that the project remains on track and that any new risks are promptly addressed, in alignment with PMI's best practices for ongoing risk management.
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