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A risk manager is conducting a qualitative risk analysis for a renewable energy project that faces tight deadlines. The team identifies risks such as weather unpredictability, material cost fluctuations, and potential regulatory delays. While some members advocate prioritizing high-likelihood risks, others emphasize addressing unlikely but high-impact risks.
What should the risk manager do?

• A. Evaluate all identified concerns and consider likelihood and impact to prioritize the concerns effectively.
• B. Focus on high-probability concerns first to proactively address the most immediate threats.
• C. Delegate the assessment of lower-priority concerns to team leads while addressing critical ones.
• D. Prioritize uncertainties that align closely with the project ' s primary deliverables.

The project manager leading a company ' s digital signature initiative for engineering drawings has identified threats and opportunities using a strengths, weaknesses, opportunities, and threats (SWOT) analysis.
What are two potential threats or opportunities under the SWOT analysis? (Choose two.)

• A. The organization ' s professional engineers having reservations about possible information tampering.
• B. The growing adoption of mobile communications in the industry.
• C. The management team agreeing to include more resource for the digital signature initiative.
• D. An elimination of manual steps associated with recording wet signatures
• E. A growing number of competitors with digital signatures.

During a risk identification session, the risk manager notices that subject matter experts (SMEs) are reluctant to participate because some risks could expose the poor maturity of processes in other business units. Which risk analysis technique should the risk manager use?

• A. Delphi technique
• B. Probability impact matrix
• C. Strengths, weakness, opportunities, and threats (SWOT) analysis
• D. Decision tree analysis

The project risk manager is in the process of identifying risks. The project sponsor has communicated that there is an influential stakeholder who has a senior management position. The other stakeholders do not feel comfortable speaking in front of this stakeholder.
What should the project risk manager do next to identify risks?

• A. Use expert judgment to remove ego or emotional conflict.
• B. Use the brainstorming technique to remove personal bias.
• C. Review the risk breakdown structure to ensure project scope is covered.
• D. Consider the Delphi technique to gather all stakeholder opinions.

A two-year project with a budget of US$2 million has completed about 60% of the work at the end of the first year. The actual cost incurred to complete the remaining 40% of work is about USS1.5 million. As a part of performing a specialized risk analysis, the calculated schedule performance index (SPI) is 1.2 and cost performance index (CPI) is 0.53.
How should the risk manager interpret such a low CPI value?

• A. The cost related risks are effectively managed.
• B. The cost baseline is inaccurate.
• C. The cost control processes is ineffective.
• D. The actual reported costs are inaccurate.