PMI-RMP · Question #598
A risk manager has been assigned to an upcoming project. A senior risk manager within the organization recently completed a similar project and has provided a lessons learned document to aid…
The correct answer is D. Document the known risk triggers as the identified cost and schedule risks in the risk register. The root cause of the previous project's failure was unrecognized risk triggers - warning signs that a risk was about to occur. The most direct mitigation is to formally document those known triggers in the risk register alongside the corresponding cost and schedule risks, so…
Question
A risk manager has been assigned to an upcoming project. A senior risk manager within the organization recently completed a similar project and has provided a lessons learned document to aid planning efforts for the upcoming project. Upon reviewing the document, the risk manager discovers that the completed project was delivered several months behind schedule and several thousands of dollars over budget. The root cause was determined to be an unforeseen risk trigger that caused several items to be reworked, creating cascading schedule delays and depleting management reserves. What should the risk manager do to mitigate the chance of the same issues reoccurring?
Options
- AEnsure that all project stakeholders have a copy of and understand the project's risk management
- BIncrease the management reserves and inform stakeholders of what is available to cover any
- CDistribute the lessons learned document to stakeholders knowing that the likelihood of
- DDocument the known risk triggers as the identified cost and schedule risks in the risk register.
How the community answered
(55 responses)- A9% (5)
- B4% (2)
- C7% (4)
- D80% (44)
Explanation
The root cause of the previous project's failure was unrecognized risk triggers - warning signs that a risk was about to occur. The most direct mitigation is to formally document those known triggers in the risk register alongside the corresponding cost and schedule risks, so the current team knows what to watch for. This directly addresses the root cause. Increasing management reserves (B) adds buffer but does not prevent the same triggers from causing rework and delays. Distributing lessons learned (C) alone is passive and insufficient. Ensuring stakeholders understand the risk plan (A) is good practice but does not capture the specific trigger information that caused the prior failure.
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