PMI-RMP® · PMI · Risk Strategy and Planning · Bank updated 2026-07-03
PMI-RMP® practice questions: Risk Strategy and Planning
5 free questions from 32 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Risk Strategy and Planning section of our PMI-RMP® bank (32 questions on this area, which carries 22% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Risk Strategy and Planning
A risk manager is preparing to identify risks for a multi-country infrastructure project. Leadership wants a structured view of how upcoming elections, new trade tariffs, and tightening environmental regulations across the involved countries could affect the project. Which technique is BEST suited to capture these external risk drivers?
ARACI matrix
BProbability and impact matrix
CPESTLE analysis
DSWOT analysis
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2/5 · Risk Strategy and Planning · easy
Which term describes a specific, measurable boundary of acceptable variation in a risk metric — for example, 'no more than 10% schedule slippage' — that triggers a defined response when exceeded?
ARisk attitude
BRisk appetite
CRisk threshold
DRisk category
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3/5 · Risk Strategy and Planning · easy
A risk manager has just been assigned to a project that is already underway. Before facilitating any risk identification workshops, which activity should the risk manager perform FIRST?
ADistribute a risk questionnaire to all stakeholders to crowdsource a list of risks
BBuild the risk breakdown structure (RBS) so risks can be categorized as they are identified
CReview the business case, project charter, and other foundational documents to understand objectives, assumptions, and constraints
DInterview the project sponsor about the worst-case financial exposure of the project
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4/5 · Risk Strategy and Planning · hard
The risk management plan's RACI matrix designates the project manager as 'Accountable' and functional team leads as 'Responsible' for executing risk responses within their respective areas. A functional lead objects, insisting that only the risk manager should be accountable for all risk outcomes on the project. What should the risk manager do?
ARevise the RACI matrix so the risk manager is Accountable for all risk responses, since risk ownership should be centralized in the risk manager
BExplain that accountability for a given risk response typically rests with the person best positioned to control the underlying work, while the risk manager facilitates the overall risk process, and confirm this in the risk management plan
CIgnore the objection, since a RACI matrix, once published, cannot be revisited
DEscalate the disagreement immediately to the sponsor for a ruling, without first attempting to clarify roles directly with the functional lead
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5/5 · Risk Strategy and Planning · hard
Two projects in the same organization are being planned. Project X is a three-month internal process update with a single stakeholder group. Project Y is an 18-month multi-vendor system integration under regulatory oversight. The organization has one standard risk management template. What is the most defensible approach to developing the risk management plan for each?
AUse the template for Project Y only and skip formal risk planning for Project X, since a short internal project carries no meaningful risk.
BApply the organizational template exactly as written to both projects, since consistency across projects matters more than fit to each project's context.
CTailor the depth, frequency, and resourcing of risk activities to each project's complexity — a lighter approach for Project X and a more rigorous approach, including dedicated risk resources and reporting cadence, for Project Y.
DRequire Project X to adopt the same risk budget and reporting cadence as Project Y so both projects can be benchmarked identically at the portfolio level.
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C is correct. Determining risk management deliverables requires assessing each project's complexity and scaling the budget, schedule, and resources devoted to risk activities accordingly; an organizational template is a starting point to be tailored, not applied identically regardless of context.
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