PMI-RMP · Question #364
A six-month, US$1,2 million project is two months completed. The project has 3 high, 6 medium, and 2 low risks, with a 10% reserve for known risks, and a 5% reserve for unknown risks. Most of the…
The correct answer is A. Increase the risk manager's position to a full-time position and acquire a dedicated project. The critical issue here is role conflict: the risk manager is also serving as the project schedule manager. This dual responsibility divides attention, which explains why 50% of risk mitigation milestones have been missed despite reserves being largely unspent - the problem is…
Question
A six-month, US$1,2 million project is two months completed. The project has 3 high, 6 medium, and 2 low risks, with a 10% reserve for known risks, and a 5% reserve for unknown risks. Most of the project's reserves have not been spent. The risk manager, who is also the project schedule manager, establishes monthly risk management reviews to evaluate performance. So far, the project has missed 50% of the planned risk mitigation milestones. Based on this project data, what technique should the risk manager recommend to improve the risk management process?
Options
- AIncrease the risk manager's position to a full-time position and acquire a dedicated project
- BAdjust project risk thresholds to increase the number of residual risks on the project.
- CIncrease the frequency of risk status meetings and update the risk management plan.
- DPerform a variance analysis and potentially allocate more reserves to improve risk mitigation.
How the community answered
(35 responses)- A49% (17)
- B9% (3)
- C17% (6)
- D26% (9)
Explanation
The critical issue here is role conflict: the risk manager is also serving as the project schedule manager. This dual responsibility divides attention, which explains why 50% of risk mitigation milestones have been missed despite reserves being largely unspent - the problem is capacity and focus, not budget. Elevating the risk manager to a full-time, dedicated role corrects this root cause. Option C (more frequent meetings) treats a symptom without fixing the structural problem. Option B is counterproductive. Option D misdiagnoses the issue as a reserve allocation problem when the data shows reserves are intact.
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