A risk manager is assigned to a new system deployment project with a strict contractually agreed-on schedule. One of the key risks identified is the…

According to the PMI Risk Management Professional (PMI-RMP)® Examination Content Outline1, one

of the tasks in the domain of Risk Response is to call for a project team meeting to review risk

strategies and make required adjustments, as needed, based on risk monitoring and reporting1. In

this scenario, the risk manager should do this to address the situation of the availability of experts,

which is a key risk for the project. The project team meeting will help the risk manager and the

project team to evaluate the effectiveness of the current risk response plan, identify any new risks or

changes in existing risks, and develop alternative risk strategies and actions to deal with the staffing

issue. The project team meeting will also facilitate the communication and collaboration among the

project team members and other stakeholders, and ensure that the project objectives and

expectations are aligned. The risk manager should not implement a disciplined tracking method and

report to stakeholders accordingly, because that is not a proactive risk response strategy, but rather a

passive risk monitoring and reporting technique2. The risk manager should not escalate the staffing

topic to the sponsor and request more budget for contingencies, because that is not a feasible or

appropriate risk response strategy, as it does not address the root cause of the risk or provide a

solution to the problem3. The risk manager should not revisit the project charter for scope

adjustments and sign them off with the customer, because that is not a risk response strategy, but

rather a scope management process that may have negative impacts on the project quality, cost, and

schedule, and may violate the contractual agreement with the customer4. Reference: 1: PMI Risk

Management Professional (PMI-RMP)® Examination Content Outline, page 102: A Guide to the

Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, page 4563: A Guide to the

Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, page 4364: A Guide to the

Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, page 133.