BRAINDUMP PMI-RMP PDF & CERTIFICATION PMI-RMP EXAM COST

Braindump PMI-RMP Pdf & Certification PMI-RMP Exam Cost

Braindump PMI-RMP Pdf & Certification PMI-RMP Exam Cost

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PMI-RMP certification is a highly respected credential for professionals working in the field of risk management. PMI Risk Management Professional certification exam is designed to assess the candidate's knowledge and skills in risk management principles and practices, and to provide a validation of their expertise in this field. PMI Risk Management Professional certification is intended for professionals who are responsible for identifying, assessing, and mitigating project risks, and the exam covers five domains of risk management. Passing the PMI-RMP certification exam is an important step for professionals looking to advance their careers in risk management.

To be eligible for the PMI-RMP Certification Exam, candidates must have a minimum of three years of professional experience in risk management and 30 hours of project risk management education. PMI-RMP exam itself consists of 170 multiple-choice questions and has a duration of four hours. The PMI-RMP certification is valid for three years, after which candidates must renew their certification by earning professional development units (PDUs) through continuing education and professional development activities. Overall, the PMI-RMP certification is an excellent choice for professionals who want to specialize in risk management and enhance their career prospects in the project management domain.

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As the labor market becomes more competitive, a lot of people, of course including students, company employees, etc., and all want to get PMI-RMP authentication in a very short time, this has developed into an inevitable trend. Each of them is eager to have a strong proof to highlight their abilities, so they have the opportunity to change their current status, including getting a better job, have higher pay, and get a higher quality of PMI-RMP material, etc.

To be eligible for the PMI-RMP Exam, candidates must meet certain requirements. They must have a minimum of three years of experience in project risk management, with at least 2,000 hours of experience in the field. In addition, they must have completed at least 30 hours of formal education in risk management or possess a related certification.

PMI Risk Management Professional Sample Questions (Q196-Q201):

NEW QUESTION # 196
A risk manager administered a pre-workshop risk survey in preparation for the upcoming workshop. The workshop invitees participated in the survey and submitted many risks encompassing all project phases and risk areas. The risk manager sorts risks by similarities and categories for the workshop.
What should the risk manager do next to visually organize the risks?

  • A. Develop an affinity diagram
  • B. Perform the analytical hierarchy process
  • C. Assign probability and impact
  • D. Perform a SWOT analysis

Answer: A

Explanation:
An affinity diagram is a tool used to visually organize and group risks or ideas based on their similarities and categories. It helps in structuring the risks for further analysis and discussion. (Reference: PMBOK Guide, 6th Edition, p. 138) According to the PMBOK Guide, an affinity diagram is a tool and technique for the identify risks process that allows large numbers of ideas to be sorted into groups for review and analysis. An affinity diagram can help the risk manager to visually organize the risks identified in the pre-workshop survey by grouping them into categories based on their similarities or common characteristics. This can help the risk manager to facilitate the risk analysis and prioritization in the workshop, as well as to stimulate new patterns of thinking and generate additional risks.
Some of the other options are not relevant or appropriate for the question scenario:
* The analytical hierarchy process is a technique for the plan risk management process that provides a method for comparing and ranking alternatives based on multiple criteria. It is not a tool for visually organizing risks.
* A SWOT analysis is a technique for the identify risks process that examines the project from the perspective of its strengths, weaknesses, opportunities, and threats. It is not a tool for visually organizing risks, but rather for generating them.
* Assigning probability and impact is a technique for the perform qualitative risk analysis process that assesses the likelihood and the potential effect of each individual risk on the project objectives. It is not a tool for visually organizing risks, but rather for evaluating them.
References: PMBOK Guide, 6th edition, pages 397-399, 414-415, 431-432, 441-442; PMI-RMP Exam Content Outline, 2015, page 7.


NEW QUESTION # 197
A risk manager for a cross-functional project is initiating the risk identification process. The risk manager conducted some meetings for stakeholders to express their concerns, but some stakeholders are complaining that their opinions were not considered.
How should the risk manager address these concerns?

  • A. Rewrite the risk register to include the additional possible risks and inform the stakeholders.
  • B. Refer to the requirements documentation to confirm stakeholder requirements as they relate to risks.
  • C. Refer to the project charter to find guidelines and stakeholder communication channels.
  • D. Review the stakeholder register and stakeholder engagement plan to communicate and solicit stakeholder input.

Answer: D

Explanation:
According to the PMI Risk Management Professional (PMI-RMP) Examination Content Outline1, one of the tasks in the domain of Risk Identification is to review the stakeholder register and stakeholder engagement plan to communicate and solicit stakeholder input on risks throughout the project life cycle1. The stakeholder register is a project document that identifies the project stakeholders, their roles, interests, expectations, influence, and communication requirements2. The stakeholder engagement plan is a component of the project management plan that describes the strategies and actions to promote productive involvement of stakeholders in project decision making and execution3. In this scenario, the risk manager should review these documents to address the concerns of some stakeholders who are complaining that their opinions were not considered in the risk identification process. The risk manager should communicate with the stakeholders according to their preferences and needs, and solicit their input on the project risks using various tools and techniques, such as interviews, surveys, brainstorming, etc. The risk manager should also update the stakeholder register and stakeholder engagement plan as needed to reflect any changes in the stakeholder community or their expectations. The risk manager should not refer to the requirements documentation to confirm stakeholder requirements as they relate to risks, because that is not a direct way to address the stakeholders' concerns, and it may not capture all the potential risks that the stakeholders may identify4. The risk manager should not refer to the project charter to find guidelines and stakeholder communication channels, because the project charter is a high-level document that does not provide detailed information on how to communicate and engage with the stakeholders5. The risk manager should not rewrite the risk register to include the additional possible risks and inform the stakeholders, because that is a premature and presumptuous action that may not reflect the actual views and inputs of the stakeholders, and it may create more confusion and dissatisfaction among them6. References: 1: PMI Risk Management Professional (PMI-RMP) Examination Content Outline, page 82: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 5133: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 5184: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 1525: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 776: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 414.


NEW QUESTION # 198
You work as a project manager for BlueWell Inc. You are preparing for the risk identification process. You will need to involve several of the project's key stakeholders to help you identify and communicate the identified risk events. You will also need several documents to help you and the stakeholders identify the risk events.
Which one of the following is NOT a document that will help you identify and communicate risks within the project?

  • A. Stakeholder register
  • B. Activity cost estimates
  • C. Risk register
  • D. Activity duration estimates

Answer: C

Explanation:
Explanation


NEW QUESTION # 199
A project manager has determined that an activity is too complex to complete internally so they hire a licensed contractor to complete the work. What is the project manager performing in this situation?

  • A. Risk mitigation
  • B. Risk acceptance
  • C. Risk avoidance
  • D. Risk transfer

Answer: D

Explanation:
Explanation
By hiring a licensed contractor to complete the complex activity, the project manager is transferring the risk associated with that activity to the contractor. This is an example of risk transfer, as the responsibility for managing the risk is shifted from the project manager to the contractor.


NEW QUESTION # 200
A new risk manager has been hired on a project and meets with the project director. The project director supplies the project's risk register and asks the risk manager for an analysis of its effectiveness.
What two actions should the risk manager do next? (Choose two.)

  • A. Check to ensure that the risk is supported by a Monte Carlo simulation.
  • B. Check to ensure that risk origin, triggering event, and ownership is identified.
  • C. Check to ensure that the risks are gathered using Delphi technique.
  • D. Check for risk classification and that probability and impact are identified.
  • E. Check to ensure the risk meeting agenda and supporting documents are distributed.

Answer: B,D

Explanation:
Explanation
The risk manager should first check the risk register for proper risk classification, probability, and impact (C), as these are essential components of an effective risk management process. Next, the risk manager should ensure that the risk origin, triggering events, and ownership are identified (D), as this information helps in assigning responsibilities and taking appropriate actions for each risk. References to these steps can be found in the Project Management Institute's (PMI) A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition.
The risk manager should check for risk classification and that probability and impact are identified, as these are essential elements of a risk register. Risk classification helps to group risks into categories based on their sources, types, or impacts, which can facilitate risk analysis and response planning. Probability and impact are the two dimensions of risk assessment, which help to measure the likelihood and severity of a risk event, and to prioritize risks based on their significance. The risk manager should also check to ensure that risk origin, triggering event, and ownership is identified, as these are also important components of a risk register. Risk origin refers to the root cause or source of a risk, which can help to understand the nature and characteristics of a risk, and to devise effective risk responses. Triggering event is a specific occurrence or condition that indicates that a risk event has occurred or is about to occur, which can help to monitor and control risks.
Ownership is the assignment of a risk to a person or a group who is responsible for managing the risk, which can help to ensure accountability and communication. The risk manager should not check to ensure that the risk is supported by a Monte Carlo simulation, as this is not a mandatory or universal requirement for a risk register. Monte Carlo simulation is a quantitative risk analysis technique that uses computer-generated random scenarios to model the possible outcomes of a project, based on the probability distributions of the input variables. While this technique can provide useful information about the overall project risk exposure and the probability of achieving project objectives, it is not a necessary or sufficient condition for an effective risk register. The risk manager should not check to ensure that the risks are gathered using Delphi technique, as this is also not a compulsory or exclusive requirement for a risk register. Delphi technique is a qualitative risk identification technique that uses a panel of experts to anonymously provide their opinions on potential risks, which are then aggregated and refined through a series of rounds until a consensus is reached. While this technique can help to elicit expert judgment and reduce bias, it is not the only or the best way to identify risks.
The risk manager should not check to ensure the risk meeting agenda and supporting documents are distributed, as this is not a relevant or appropriate action for analyzing the effectiveness of a risk register. The risk meeting agenda and supporting documents are part of the risk management plan, which describes how the project team will conduct risk management activities, such as identifying, analyzing, responding, and monitoring risks. The risk meeting agenda and supporting documents are useful for planning and conducting risk meetings, but they are not part of the risk register, which is the output of the risk identification process and the input for the risk analysis and response processes. References: PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition. Chapter 11: Project Risk Management, pp. 395-454. 5


NEW QUESTION # 201
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