PMI-RMP Exam Dumps : PMI Risk Management Professional (PMI-RMP) Exam

The correct answer is B. The new technology ' s impact on existing controls.

The scenario explains that a major technological change was introduced as part of a risk response, and that this change later caused GPS errors for customers. It also states that the issue had been recognized as high risk and that secondary risk identification was required but never completed . This means the missing step was evaluating how the new solution could affect the existing system, controls, or operating environment. In other words, the project failed to identify and assess the impact of the new technology on existing controls and related processes.

Secondary risks often arise when a response action, design change, or technology update introduces new vulnerabilities or weakens current safeguards. Proper identification would have examined how the update might interfere with accuracy, compatibility, validation, deployment controls, or downstream system performance.

Why the other options are incorrect:

A. The identification of the business driver. The business reason for making the update is not the key issue. The problem was not lack of purpose, but failure to identify and assess the new risk introduced by the technological change.

C. The risk management strategy quality assurance. This is too broad and indirect. The scenario points more specifically to missed secondary risk identification associated with the implemented change.

D. Project environmental factors. Environmental factors may influence risk, but the question specifically points to a missed evaluation related to the technology update itself and the need for secondary risk identification.

Best-practice reasoning:

When implementing risk responses involving significant technological change, the risk manager must assess how the new change affects existing controls, processes, interfaces, and users. Failure to do so can allow secondary risks to emerge and affect customers or operations.

Reference-aligned basis:

This answer is consistent with standard risk management guidance that emphasizes:

risk responses may introduce secondary risks,

major changes should be assessed for impacts on existing controls and systems,

secondary risks must be identified and managed as part of ongoing risk monitoring and response implementation.

In projects where team members are spread across multiple time zones and have not worked together before, fostering collaboration is critical. Developing a start-up workshop, where team members can meet (either virtually or physically if colocation is possible), helps in building relationships, aligning on project goals, and understanding roles. This approach can mitigate communication challenges and improve team cohesion, which are essential for effective risk management and overall project success. PMI emphasizes the importance of early team alignment and relationship-building in the risk management process​.

The risk management plan is a document that describes how risk management activities will be structured and performed on a project. It defines the roles and responsibilities, risk categories, risk appetite and thresholds, risk identification and analysis methods, risk response strategies, risk monitoring and reporting mechanisms, and risk governance mechanisms1. The risk management plan should be aligned with the project management plan, which defines the project scope, schedule, cost, quality, and other aspects2. When an organization decides to accelerate a key project, it means that the project objectives, assumptions, constraints, and environment have changed. This will affect the risk exposure and profile of the project, as well as the risk management approach and resources. Therefore, the first action for the project risk manager to take is to revise the risk management plan to reflect the new situation and ensure that the risk management process is still effective and efficient. Revising the risk management plan may involve updating the risk categories, risk appetite and thresholds, risk identification and analysis methods, risk response strategies, risk monitoring and reporting mechanisms, and risk governance mechanisms to suit the accelerated project. The project risk manager should also communicate the revised risk management plan to the relevant stakeholders and obtain their approval and support1. Ensuring sufficient resources are available, updating the risk register, and meeting with the project’s stakeholders are all important actions to take when accelerating a project, but they are not the first action. These actions should be done after revising the risk management plan, as they depend on the updated risk management approach and process. For example, the project risk manager may need to allocate more resources to risk management activities, identify and analyze new or changed risks, implement new or modified risk responses, and report the risk status and performance to the stakeholders based on the revised risk management plan1. References: 2, 1.