The risk manager should use the Delphi method in this situation, as this is a technique that can help

resolve differences among experts and reach a consensus on the identified risks and their

characteristics. The Delphi method is a tool used to make quick decisions with consensus. This

technique consists of sending several sets of anonymous questions to each expert. This is followed by

a group discussion after every round. The Delphi method can help the risk manager to solicit the

opinions of all experts without revealing their identities. This way, the experts can express their

views freely and honestly, without being influenced or intimidated by others. The Delphi method can

also reduce personal bias, ego, or emotional conflict among the participants. The risk manager can

use the results of the Delphi method to create a list of potential risks and their causes, effects, and

probabilities. The other options are not appropriate techniques for the risk manager to use in this

situation. Brainstorming is a technique that can help generate ideas and identify risks, but it may not

be effective in resolving differences among experts, as it involves open and spontaneous discussion.

Focus group is a technique that can help collect requirements and opinions from stakeholders, but it

may not be suitable for resolving technical disagreements among experts, as it involves a moderated

and structured discussion. Checklist analysis is a technique that can help identify risks based on

historical information and lessons learned, but it may not be helpful in resolving differences among

experts, as it involves a predefined list of potential risks. Reference: 3, 4, 5

The risk manager should consult the risks that have materialized and the overall risk profile to

analyze the performance of managing the risks, as well as the risks due to the number of claims

submitted to the client. These options provide insights into how well risks are being managed and

the potential impact on the project.

The risk manager should consult the risks that have materialized and the overall risk profile, as these

are indicators of how well the risk management process is working and how the project is affected by

the risks. The risk manager should also consult the risks due to the number of claims submitted to

the client, as these are potential sources of conflict, litigation, and reputation damage that may

impact the project objectives and stakeholder satisfaction. Reference: The Standard for Risk

Management in Portfolios, Programs, and Projects, page 83; PMBOK Guide, 6th edition, page 414.

To effectively inform the identification of resource requirements for individual risk responses, the risk

manager should undertake the following actions:

1. Conduct Decision Tree Analysis: Collaborate with the project team to perform decision tree

analysis for each risk or related set of risks. This technique involves mapping out different decision

paths and their possible outcomes, including associated risks, probabilities, and impacts. By

visualizing these scenarios, the team can evaluate the potential consequences of various decisions

and choose the most effective risk response strategies.

2. Calculate Expected Monetary Value (EMV): Determine the EMV for each identified risk by

multiplying the probability of occurrence by the potential financial impact. This quantitative analysis

provides a monetary value representing the average expected loss or gain from a risk. Utilizing EMV

calculations aids in justifying and allocating appropriate project reserves to address potential risks,

ensuring that sufficient resources are available for effective risk management.

3. Prioritize High-Impact Risks: Allocate attention and resources primarily to risks that pose the

highest potential impact on the project. By focusing on high-impact risks, the team ensures that

critical threats are addressed promptly and effectively, optimizing the use of limited resources and

enhancing the likelihood of project success.

PMI Risk Management Study Guide Reference:

The PMI-RMP Exam Content Outline emphasizes the importance of performing quantitative risk

analysis, including techniques such as decision tree analysis and EMV calculations, to inform risk

response planning and resource allocation.

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.

: PMBOK Guide, 6th edition, pages 397-399, 414-415, 431-432, 441-442; PMI-RMP Exam Content

Outline, 2015, page 7.

To address the lack of risk management buy-in from the project team, the risk manager should

organize risk engagement activities, such as workshops. These activities can help create awareness of

the importance of risk management and motivate the team to take their risk management

responsibilities seriously.

Risk engagement is the process of involving stakeholders in risk management activities, such as

identifying, analyzing, prioritizing, and responding to risks. Risk engagement activities are designed

to motivate and influence the project team and other stakeholders to take their risk management

responsibilities seriously and to understand the benefits of risk management for the project’s

success. Risk engagement activities can include workshops, games, simul-ations, brainstorming

sessions, surveys, interviews, and other interactive methods. Risk engagement activities can help to

create a positive risk culture, improve communication and collaboration, increase risk awareness and

ownership, and enhance risk management skills and knowledge. Reference: PMI Risk Management

Professional (PMI-RMP) Examination Content Outline and Specifications1, page 9; Mastering PMI-

RMP Domains, Tasks, and Enablers for Effective Risk2

Decision tree analysis is a technique that uses a graphical representation of various possible

outcomes and consequences of different courses of action, based on their probabilities of occurrence

and associated payoffs or costs. It can help the project team to compare and evaluate the

alternatives and choose the optimal one. In this case, the risk manager should use decision tree

analysis to help the team members predict the outcomes of their potential choices following their

probability of occurrence. Political, economic, social, technological, legal, and environmental

(PESTLE) analysis, strengths, weaknesses, opportunities, and threats (SWOT) analysis, and cost-

benefit analysis are not techniques that can directly help the team members to predict the outcomes

of their potential choices following their probability of occurrence, and are therefore not the best

answer. Reference: PMI Risk Management Professional (PMI-RMP)® Exam Content Outline1, PMI

Practice Standard for Project Risk Management2, Risk Management Professional (PMI-RMP)® Cert

Guide3

Variance analysis is a technique used to compare actual project performance against planned

performance. In this scenario, the risk manager is comparing planned enablement sessions with

actual sessions to identify discrepancies that could indicate potential risks. This approach allows the

project team to monitor performance closely and take corrective actions as needed to keep the

project on track, which is crucial for projects with strict timelines .

Scenario analysis is a useful tool for assessing the risk involved in testing by exploring different

possible outcomes. In the context of deciding between laboratory testing, simul-ation methods, and

field trials, scenario analysis allows the risk manager to evaluate the potential risks and benefits of

each testing approach under different scenarios. This method helps in understanding how various

uncertainties can impact the testing process and its outcomes, which is critical when selecting the

most appropriate testing strategy .

The full risk description is the first thing that the risk manager should complete before moving

forward with the risk response planning. The full risk description is a detailed statement that

describes the risk, its causes, its effects, and its context. It provides the basis for the risk analysis and

the risk response planning. The risk categorization, the risk simul-ation, and the risk response plan

are possible steps that the risk manager may take after completing the full risk description, but they

are not the first thing to do. Reference: PMI Risk Management Professional (PMI-RMP)® Exam

Content Outline1, PMI Practice Standard for Project Risk Management2, Risk Management

Professional (PMI-RMP)® Cert Guide3

This is a secondary risk because it is a risk that arises as a direct result of implementing a risk

response (in this case, procuring material from a different supplier).

A secondary risk is a risk that arises as a direct result of implementing a risk response to a specific

risk. In this case, the risk response is to procure the material from a different supplier if the first

supplier fails to deliver on time. The secondary risk is that there may be differences in the material

provided by the first and second supplier, which could affect the quality, cost, or schedule of the

project. A secondary risk is different from a residual risk, which is a risk that remains after a risk

response has been implemented. A primary risk is the original risk that triggers a risk response. A

normal risk is not a standard term in risk management, but it could refer to a risk that is expected or

inherent in a project. Reference: PMI Risk Management Professional (PMI-RMP) Examination

Content Outline and Specifications1, page 9; A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) – Sixth Edition, page 397; Secondary vs Residual Risk | Types of Risks on the PMP

Exam.