101.
The project manager of an international infrastructure project is evaluating suppliers
for critical components. One supplier offers significant cost savings but operates in a
region with high political instability and potential supply chain disruptions. The
organization has a low risk appetite regarding political uncertainties. What should the
project manager do in this situation?
a. Select a supplier from a stable region to align with the organization's low risk appetite.
b. Choose the cost-saving supplier and mitigate risks by purchasing insurance against political
disruptions, ensuring continuity in supply.
c. Proceed with the cost-saving supplier but implement contingency plans for potential
disruptions.
d. Delay the decision until the political situation stabilizes, potentially impacting the project
schedule.
102. During planning for a transoceanic data-cable project, the project manager brings
together oceanographers, underwriters, shipping lane authorities, and fiber-optic
engineers. Each expert privately records possible disruption events; the records are
collected anonymously and compiled before the group meets again to refine and rate the
items, minimising influence from dominant voices. Which risk identification technique best
describes this multi-round, anonymous consensus approach?
a. Collaborative prompt-list walkthrough that systematically covers regulatory, environmental,
logistical, and financial categories drawn from past projects
b. Delphi technique
c. Cause-and-effect diagramming session
d. Nominal group assessment
103. An urban rail extension must cross dense neighborhoods and ancient utilities. During
risk management planning, the team has listed dozens of hazards but heated debate erupts
over how ‘high’ or ‘low’ each risk truly is. The sponsor insists that rankings be defensible
before baseline approval. Which action should the project manager take next to create a
common yard-stick for risk evaluation?
a. Delegate the scoring dispute to the engineering lead, then record the resulting numbers in the
issue log so the schedule can advance, advising the team that adjustments can follow after
procurement starts
b. Define explicit probability and impact scales and add them to the plan
c. Conduct a separate workshop to propose mitigation activities for each identified risk
d. Re-use the probability-impact matrix from a prior project to speed up sign-off
104. As a project manager overseeing a software development project, you notice a pattern
of recurring minor bugs in several modules. While each bug is minor on its own,
collectively they could delay the project's completion and affect overall quality. What is the
best course of action regarding the risk register?
a. Reassess the project plan to focus only on major defects, removing minor risk items from the
risk register to improve efficiency.
b. Record the trend in the risk register, evaluate its impact, and plan appropriate responses.
c. Update the issue log because the bugs have already occurred, and focus on resolving them
individually.
d. Document the trend in the lessons learned register for future projects but take no immediate
action.
105. In the midst of a large-scale construction project, the project manager identifies a
significant risk: the potential for a critical structural component's supply to be delayed due
to unforeseen international shipping constraints. This delay could jeopardize the project's
timeline, increasing costs substantially. After a detailed risk analysis, it becomes clear that
the impact of this risk is high, and proactive measures must be taken. The project manager
decides to convene a meeting with key stakeholders to discuss possible risk response
strategies that align with the project's objectives of maintaining schedule and cost-
effectiveness. Given the circumstances and having evaluated various options, which of the
following strategies would best address the identified risk?
a. Adjust the project schedule to accommodate potential delays.
b. Engage in proactive vendor negotiations to secure multiple supply sources.
c. Allocate additional budget to expedite shipping once the delay occurs.
d. Immediately switch to a local supplier without evaluating cost implications.
