Description
I will be providing a question and answer that gives clarity on the assignment. I am providing the exam content expectations set by the professor. I am providing the case study of the company that the risk analysis is based off. Please read the question and answer I posed to the teacher and all other material.
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Conversation started:
24 hours ago, at 6:25 AM
To: Catherine (You) and Dr. Dave
Catherine Collini
24 hours ago, at 6:25 AM
Good morning, Dr. Dave. In reading the case study, it seems that Sandora is contemplating outsourcing
some of their production to other countries for different reasons. Is this what I am basing my risk
analysis off of?
Dr. Dave Aiken
12 hours ago, at 6:13 PM
Hi Catherine,
Yes you have the general idea correct. At first in the case Sandora is going to use standard evaluation
methods (cost, quality, and schedule) with the possibility that the environmental, labor, and political
situation might also give an advantage of one country over another. Then the case starts to list the other
factors that could be large risks, labor slowdowns, factory location without skilled labor, rules set down
by the host government at any time, etc. All of these are risks that can be considered. Hint, when you can,
try to evaluate a number % likelihood of a risk happening, and a $ amount and/or schedule time cost in
addition to the low/medium/high and color rating scale shown in textbook examples. Sometimes you
don’t have the information, but you may be able to research and find another similar company, or
makeup a good estimated value on your own.
Does that help?
Regards,
Dr. Dave
Exam Content
Read the Sandora Company Case Study (Kerzner, 2022).
You are assigned to replace the existing project manager in charge of the Sandora
product line. You understand there are issues with outsourcing manufacturing to
overseas suppliers, which have been exasperated by current business and political
conditions. Your first assignment is to perform a risk analysis on the existing project
based on the enterprise environmental factors identified by the consulting company
in the case.
Assume the product cost of goods sold (COGS) is $100, the retail price is $500, and
the consumer demand is approximately 1,000 units per day. With full staff and
inventory, Sandora can build 1,500 units per day running 3 shifts.
Write a 2- to 3-page risk analysis and remediation/risk reduction plan describing
your findings and your plan as you would present it to management stakeholders
(C-level, division heads, etc.). Do the following in your risk analysis and remediation
plan:
o Summarize the possible risks identified.
o Based on these risks, assess the value and potential impact to the
organization.
o Indicate which metrics might be useful in this scenario.
o Provide policy recommendations that would mitigate the impact of these
risks, and explain how you would convert these policies into processes.
Assessment Support
Review Domain III and Domain IV in (PMI) Risk Management Professional (PMIRMP)® Examination Content Outline and Specifications.
Submit your assignment.
Sandora Company Case Study
Sandora Company
Sandora Company, a US-based firm, was struggling to remain profitable. Attempts were made to
downsize and cut costs, especially in manufacturing. Unfortunately, they were limited to cost reduction
attempts because of required compliance to United States laws related to health, safety, and the
environment.
Sandora designed and manufactured the components that went into their products. They were almost
100% vertically integrated. Management believed that they could increase profitability as other companies
have done by outsourcing some of the manufacturing work to companies in emerging-market countries
with highly qualified lower-salaried human capital that could do the job and Sandora would then focus
internally on assembly efforts rather than on manufacturing and assembly.
The company decided which of the components in their products they were willing to outsource and
looked for suppliers through worldwide competitive bidding efforts. Several companies in low-income
emerging market countries submitted bids. The low-income countries appeared to have less stringent
laws related to health, safety, and the environment. This is what Sandora had hoped for to lower
manufacturing costs and increase potential profitability.
The criteria that Sandora used for contractor proposal evaluation and acceptance was based heavily
upon cost, quality, and schedule. Several companies met Sandora’s evaluation criteria. But Sandora
knew that there could still exist enterprise environmental factors unique to certain countries that could
have a serious impact after contract award. A multinational consulting company was hired to evaluate the
enterprise environmental factors of government impact and influence, political climate, and industry
standards in the countries that Sandora might award a contract.
The consulting company identified the following issues with enterprise environmental factors that could
impact the ability of the suppliers to perform as Sandora expected:
•
•
•
•
•
Host governments may have the final word in who local companies can select as
subcontractors. Contractors hired by Sandora may be forced to hire only subcontractors from
within their country. To make matters worse, the contractor chosen may be required to select
subcontractors in the cities with the greatest unemployment, regardless of the qualifications
of the subcontractors and even if more qualified subcontractors are available elsewhere in
the country.
Local government agencies may act as silent stakeholders but have the final say as to
whether any overtime will be allowed. The government may not want overtime to be allowed
if it might create a new class of citizens.
Sandora may have no say in the way that the contractor assigns resources. Also, workers
may have the right to “own” a job once hired into a company. Sandora may not be able to get
incompetent people removed from working on the contract once they are assigned to their
project.
If the workers believe that they may be laid off once the contract is completed, they may slow
the work down significantly to elongate their employment. Sandora may have no input in
accelerating the contractor’s schedule.
In companies in the United States, project problems and issues are most frequently resolved
with meetings between the team members and the project sponsor or governance committee.
But in other countries, the problems and issues may be elevated to high-ranking government
officials who instantaneously become active stakeholders to make sure that the problems and
issues are resolved in favor of the host country. When host countries are awarded contracts,
the government within the host country sees this as a source of national revenue entering the
country and a means of keeping people employed. As such, the government may closely
monitor many of these contracts without the company, in this case Sandora, recognizing that
this surveillance is taking place.
For use by University of Phoenix only. Copyright 2021 © John Wiley & Sons, Inc.
Sandora Company Case Study
Page 2 of 3
•
The maturity level of project management in the contractor’s company may be less than
Sandora expects. The contractor may not possess the tools and software needed to report
progress as needed by Sandora.
• Senior managers in the host countries may be fearful of project decisions being made
between Sandora and the contractor’s project team, and mandate that all customercontractor communications go through senior management.
Senior management at Sandora now had a critical decision to make regarding the outsourcing of some of
their components.
Questions
1. Should the impact of enterprise environmental factors be treated as criteria for contract award?
2. Can Sandora control the enterprise environmental factors after the contract is awarded?
3. Could Sandora require in the contractual statement of work that changes must take place in the
enterprise environmental factors?
4. What should Sandora do now?
For use by University of Phoenix only. Copyright 2021 © John Wiley & Sons, Inc.
Sandora Company Case Study
Page 3 of 3
References
Kerzner. H. (2022). Project management case studies (6th ed.). John Wiley & Sons.
For use by University of Phoenix only. Copyright 2021 © John Wiley & Sons, Inc.
PMI-RMP®
PMI Risk Management Professional (PMI-RMP) ®
Examination Content Outline and Specifications
Project Management Institute
PMI Risk Management Professional (PMI-RMP)
Exam Content Outline
and Specifications
Updated May 2022
®
Published by: Project Management Institute, Inc.
E-mail: [email protected]
www.PMI.org
©2022 Project Management Institute, Inc. All rights reserved.
“PMI”, the PMI logo, “PMP”, the PMP logo, “PMBOK”, “PgMP”, “Project Management Journal”, “PM
Network”, and the PMI Today logo are registered marks of Project Management Institute, Inc. The
Quarter Globe Design is a trademark of the Project Management Institute, Inc. For a comprehensive
list of PMI marks, contact the PMI Legal Department
Table of Contents
Introduction……………………………………………………………………………………………………………………………….. 2
Exam Content Outline ……………………………………………………………………………………………………………….. 3
Domains, Tasks and Enablers ………………………………………………………………………………………………….. 4
PMI-RMP Application Process and Eligibility ……………………………………………………………………………. 11
How to Complete the Online Application ……………………………………………………………………………… 12
PMI-RMP Certification Fees ……………………………………………………………………………………………….. 14
PMI-RMP Examination Information …………………………………………………………………………………………… 15
Retaking the Exam …………………………………………………………………………………………………………….. 16
Reference Materials ………………………………………………………………………………………………………………… 17
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
1
Introduction
The Project Management Institute (PMI)® offers a professional credential for project risk managers,
known as the PMI Risk Management Professional (PMI-RMP) ®. PMI’s professional credentialing
examination development processes stand apart from other project management certification
examination development practices. PMI aligns its process with certification industry best practices,
such as those found in the Standards for Educational and Psychological Testing.
A key component of this process is that organizations wishing to offer valid and reliable professional
credentialing examinations are directed to use a role delineation study (RDS) as the basis for the
creation of the examination. This process uses knowledge and task-driven guidelines to assess
practitioner competence, and determine the level of salience, criticality, and frequency of each of
the knowledge, tasks, and skills required to perform to the industry-wide standard in the role of a
project risk manager.
The role delineation study ensures the validity of an examination. Validation assures the outcome of
the exam is in fact measuring and evaluating appropriately the specific knowledge and skills required
to function as a project risk management professional. Thus, the role delineation study guarantees that
each examination validly measures all elements of the project risk management profession in terms
of real settings.
PMI-RMP® credential holders can be confident that their professional credential has been developed
according to best practices of test development and based upon input from the practitioners who
establish those standards.
The PMI-RMP examination is a vital part of the activities leading to earning a professional credential;
thus, it is imperative that the PMI-RMP examination reflect accurately the practices of the project
risk management professional. All the questions on the examination have been written and
extensively reviewed by qualified PMI-RMP credential holders and are supported by current project risk
management published references. These questions are mapped against the PMI-RMP
Examination Content Outline to ensure that an appropriate number of questions are in place for a valid
examination.
PMI retained Alpine Testing Solutions to develop the global PMI-RMP Examination Content Outline.
Alpine Testing Solutions provides psychometric, test development, and credential management
solutions to credentialing and educational programs.
Finally, while the PMI-RMP Examination Content Outline and The Standard for Risk Management in
Portfolios, Programs, and Projects (2019) have commonalities, it is important to note that those involved
in the study described previously were not bound by The Standard for Risk Management in
Portfolios, Programs, and Projects. They were charged with defining the roles of individuals
assessing and identifying project risks, mitigating threats, and capitalizing on opportunities, and using
their experience and pertinent resources to help in this task.
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
2
Exam Content Outline
The following table identifies the proportion of questions from each domain that will appear on the
examination. These percentages are used to determine the number of questions related to each
domain and task that should appear on the multiple-choice format examination.
Important note: The research conducted through the JTA validated that today’s project risk management
practitioners work in a variety of project environments and utilize different project approaches.
Accordingly, the PMI-RMP certification will be reflective of this and will incorporate approaches across the
value delivery spectrum. Predictive, agile, and hybrid approaches will be found throughout the five
domain areas listed below and are not isolated to any particular domain or task. The exact number of
items for each question type and approach may vary by form. Our scoring model is periodically reviewed
by scoring experts to ensure valid assessment of knowledge and skills.
Domain
Percentage of Items on Test
Risk Strategy and Planning
22%
Risk Identification
23%
Risk Analysis
23%
Risk Response
13%
Monitor and Close Risks
19%
Total
100%
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
3
Domains, Tasks and Enablers
In this document you will find an updated structure for the PMI-RMP Examination Content Outline. Based
on feedback from customers and stakeholders, we have worked on simplifying the format so that the PMIRMP Examination Content Outline is easier to understand and interpret.
On the following pages you will find the domains, tasks, and enablers as defined by the JTA.
• Domain: Defined as the high-level knowledge area that is essential to the practice of project risk
management.
• Tasks: The underlying responsibilities of the project risk manager within each domain area.
• Enablers: Illustrative examples of the work associated with the task. Please note that enablers
are not meant to be an exhaustive list but rather offer a few examples to help demonstrate what
the task encompasses.
Each PMI-RMP examination will include all tasks for a domain, and PMI will adhere to the percentage of
coverage at the domain level as outlined on the previous page.
The following is an example of the new task structure:
Task statement → Identify threats and opportunities
Enablers
{
•
•
Assess project risk complexity (e.g., SWOT analysis, Ishikawa
Tree Diagram)
Perform an impact analysis on project objectives (e.g., project
scopes, schedule cost, and resources, quality, and stakeholders)
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
4
Domain I
Risk Strategy and Planning – 22%
Task 1
Perform a preliminary document analysis
•
•
•
Task 2
Assess project environment for threats and opportunities
•
•
•
•
•
•
•
•
Task 3
Determine which OPA / EEF / project methodology is needed (e.g., agile,
waterfall, hybrid, etc.)
Analyze the different environmental factors to be considered in the planning
phase (e.g., PESTLE, SWOT analysis)
Determine the organizational and cultural risk appetite
o Analyze environment for risk culture maturity
Evaluate the project management information system process and data
Conduct a stakeholder analysis
Analyze constraints to risk management
o Government, market laws/rules, organizational, environmental, and
technical risks
Focus stakeholders on creating a culture of risk awareness
Determine business driver of project, including key assumptions, benefits,
and materialization of project.
Confirm risk thresholds based on risk appetites
•
•
•
•
Task 4
Gather and review documents
o Give examples of preliminary documents to review prior to risk
identification includes industry benchmarks (if available), previous
lessons learned, historical data, and the sources of the above
information.
Determine and assign who is responsible for the preliminary document
analysis (e.g., project manager, risk manager, financial controller)
Establish documents relevant to the risk process
Align project risk thresholds to organizational risk appetite
Calculate the risk the organization can absorb (e.g., financial, scope,
environmental, technical, legal, schedule, quality, contract, etc.)
Discuss risk thresholds
Lead conflict resolutions between stakeholders in agreeing on risk appetite
Establish risk management strategy
•
•
•
Establish risk processes and tools
Provide risk management templates/forms
Determine risk metrics
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
5
•
•
•
Task 5
Document the risk management plan
•
•
•
•
•
•
•
Task 6
Identify risk categories
Coach/mentor team on risk management best practices (servant leadership)
Lead stakeholders to adopt the risk strategy
Define organizational risk roles and responsibilities
o Align roles and responsibilities with a project RAM (e.g., RACI) chart
Prepare a list of the key artifacts/resources that will be used to compile a risk
management plan
Outline the list of key risk management activities (e.g., who, what, when,
where, how)
Explain how the Risk Breakdown Structure (RBS) can be used to support the
risk management plan
Define a risk communication plan
Define risk prioritization criteria
Define stakeholder empowerment and education strategy
Plan and lead risk management activities with stakeholders
•
•
•
•
•
•
•
•
Collaborate with the team that would conduct the risk planning on the project
Leverage stakeholder analysis done by the project manager
Manage stakeholder risk appetite and attitudes
Engage stakeholders in the risk prioritization process
Set appropriate expectations with stakeholders on the rules of engagement
Tailor risk communication for stakeholders
Lead stakeholder empowerment for risk strategies in the risk management
plan
Train, coach, and educate stakeholders in risk principles and processes in
order to create shared understanding of principles and processes, and foster
engagement in risk management
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
6
Domain II
Risk Identification – 23%
Task 1
Conduct risk identification exercises
•
•
•
•
Task 2
Examine assumption and constraint analyses
•
•
•
•
•
Task 3
Leverage the results of the assumption and constraint analysis
Categorize assumptions and constraints
Assess the risk associated with each assumption and/or constraint
Recognize the relationship between assumptions and/or constraints, and
project objectives (e.g., predict the cascade effect of project stakeholder
holiday schedules on project timelines)
Encourage stakeholders to challenge assumptions and constraints
Document risk triggers and thresholds based on context/environment
•
•
•
•
Task 4
Conduct meetings, interviews, focus groups, and other SME support
activities
Perform detailed analyses of risk identification exercise results
Analyze documents, audio transcripts, telemetry data, etc. and understand
business context of information
Indicate risks as threats or opportunities
Assess, confirm, and document risk compliance thresholds, and categories
against updated risk data
Assess and document risk triggers, causes and timing
Assess and document risk consequences and/or impact
Empower stakeholders to challenge existing thresholds
Develop risk register
•
•
•
•
Analyze the validity of identified risks and triggers
Examine the risk attributes like probability, impact, urgency
Establish risk origin and ownership e.g., internal/external
Classify risks as threats or opportunities
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
7
Domain III
Risk Analysis – 23%
Task 1
Perform qualitative analysis
•
•
•
•
•
•
Task 2
Perform quantitative analysis
•
•
•
•
•
Task 3
Perform a nominal classification or risks in the RBS using classifications
from the risk management plan (e.g., environment, organizational, project
management, technical, etc.)
Estimate the impact of risk on project schedule, budget, resources, and
scope
Prioritize the risk based on impact, and urgency
Apply the risk matrices
o Agreed-upon assessment approach, Historical information,
Definitions of probability and impact, Risk categories, Preestablished criteria
Perform an ordinal classification
Coach stakeholders on risk categorization strategies
Analyze risk data and process performance information against established
metrics
Analyze a project’s general risks
Perform a forecast and trend analysis on new and historical information
Perform sensitivity analysis
o Monte Carlo, decision trees, critical path, expected monetary value,
etc.
Perform risk weighting and calculate risk priority
Identify threats and opportunities
•
•
•
•
Assess project risk complexity
o SWOT analysis, Ishikawa, Tree Diagram
Perform an impact analysis on project objectives
o project scopes, schedule cost, and resources, quality, and
stakeholders
Assess project compliance objectives against organizational strategic
objectives
o procedures, project plans, corporate, and project governance,
regulatory governance
Empower stakeholders to independently identify threats and opportunities
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
8
Domain IV
Risk Response – 13%
Task 1
Plan risk response
•
•
•
•
•
•
•
•
Task 2
Determine appropriate risk response strategy
o avoid, accept, mitigate, enhance, contingency planning etc.
Decide the risk response actions (time bound) based on the risk response
strategies and identify action owners
Assess the effectiveness of the risk response actions against the identified
strategy and the project objectives impact
o cost/schedule/environment etc., effect of the action on the
probability or the risk impact
Illustrate and communicate effectiveness of the risk response strategies
o risk burndown chart, dot plots
Determine the work around
Allocate responsibilities
Outline an appropriate responsibility matrix for a metricized project
environment
Re-evaluate organizational risks
Implement risk response
•
•
•
•
Execute the risk response plan(s)
Execute the contingency plan(s)
Encourage stakeholders to provide feedback on the risk response
Evaluate and react to secondary and residual risks from the response
implementation
o Improvise as needed
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
9
Domain V
Monitor and Close Risks – 19%
Task 1
Gather and analyze performance data
•
•
•
•
Task 2
Monitor residual & secondary risks
•
•
•
•
Task 3
Monitor risk response and document residual risk
Monitor risk response for secondary risks
Assess impact of residual and secondary risks on project objectives
Update and communicate impact of residual and secondary risks
Provide information required to update relevant project documents
•
•
Task 4
Reconcile performance data & reports from risk relevant work packages
Analyze data to determine the completion status against the baseline
Perform a variance analysis
Monitor impact against overall project risk exposure to enterprise
Aggregate and summarize risk data, and update project documents
o risk register, lessons learned, project management plan, change
logs etc.
Monitor and close out expired risks
Monitor project risk levels
•
•
•
Assess project risk level
Prepare reports for different stakeholders
Communicate risk levels to key stakeholders
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
10
PMI-RMP Application Process and Eligibility
To be eligible for the PMI-RMP certification, you must meet certain educational and professional
experience requirements. All project risk management experience must have been accrued
within the last five consecutive years prior to your application submission.
NOTE: If you are a graduate of a GAC accredited degree program you will receive a 12month credit towards the work experience requirement. Also, you can use the GAC course
work to fulfill the 35-education contact hour requirement. Learn more about the PMI Global
Accreditation Center for Project Management Education Programs (GAC).
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
11
How to Complete the Online Application
PMI encourages you to use the online certification system to apply for all certifications. A printable
version of the application is available on a case-by-case basis. Please contact Customer Care to submit
a request.
Before you begin, check to make sure you meet the certification eligibility requirements and can record
the necessary information on the application.
Once you start an online application, you cannot cancel it. You can save it unfinished, come back to it
later, and edit any information you already entered. The application will remain open for 90 days during
which time PMI will send you an email reminder to complete the application.
Please ensure that the application includes your valid, unique email address as this will be the primary
mode of communication from PMI throughout the certification process. Although PMI will email you
reminders during the process, you have the responsibility to schedule and sit for your
examination within the one-year eligibility period (see the Examination Eligibility section of this
handbook for more details).
NOTE: Electronic communications from PMI may inadvertently be blocked or
forwarded to bulk mail folders by some spam filters. Please add
[email protected] to the personal address book in your email program to help
ensure that you don’t miss important CCR program updates from PMI.
Before you submit the application, you will be required to read and agree to the PMI Code of Ethics
and Professional Conduct and the Certification Application/Renewal Agreement, which can be found in
the PMI Certification handbook and on PMI.org.
NOTE: Incomplete applications and faxed applications will not be processed or returned.
You can also use the online certification system to:
•
•
•
•
•
•
•
•
•
View your submitted certification application
View your examination eligibility status
Complete PMI audit process
Download your exam reports with pass/fail status
Apply and submit payment to take or retake any PMI examination and/or evaluation
Submit payment for certification renewal
Download receipts
Access your certification record and update your contact information
View your listing on the Certification Registry
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
12
How to Record Your Experience & Education on the Application
Use the experience verification section of the online application to record your experience. The
experience does not necessarily have to be paid work, but it does need to be in a professional setting.
Activities such as school projects or planning personal events would not qualify. Record projects
individually regardless of the number of projects you include.
Number of Hours that You Specialized in Project Risk Management
Consider all the projects that you have worked on and identify how many hours you spent on
project risk management. If you worked on multiple projects at one time, all the hours spent on
project risk management count toward the total.
Contact Hours of Project Risk Management Education
If you hold a four-year degree (bachelor’s degree or global equivalent), record a minimum of 30
contact hours of education within the specialty area of project risk. If you hold a high school
diploma, associate degree, or global equivalent, record a minimum of 40 contact hours of
education within the specialty area of project risk.
NOTE: One hour of classroom instruction equals one contact hour. If you have
completed a university or college course on project risk management that met for three
hours per week for 15 weeks, you would record 45 contact hours. If only a portion of a
course dealt with project risk management, only the hours spent on project risk
management can be applied toward the total.
There is no time frame associated with the education requirement; therefore, you can record all
education within the specialty area of project risk regardless of when it was accrued. The course work
must be completed at the time you submit the application and must include content on project
risk management.
You can satisfy the project risk management education requirements by demonstrating the successful
completion of courses, workshops and training sessions offered by one or more of the following types of
education providers:
A. PMI Authorized Training Partners (ATPs)
B. Employer/company-sponsored programs
C. Training companies or consultants (e.g., training schools)
D. Distance-learning companies, including an end-of-course assessment
E. University/college academic and continuing education programs
The following education does not satisfy the education requirements:
•
•
PMI chapter meetings*
Self-directed learning (e.g., reading books, watching instructional videos or sessions with
coaches or mentors)
*If at least one hour of a chapter meeting is spent conducting a learning activity, the hour(s)
spent in that activity can be counted towards the educational eligibility requirement.
NOTE: While you may be able to record applicable classes that counted toward a
degree, you cannot record the degree program in its entirety because some classes
within the program will not apply to the requirement.
©2022 Project Management Institute, Inc. All rights reserved
PMI Risk Management Professional (PMI-RMP) ® Exam Content Outline
13
PMI-RMP Certification Fees
The fees for obtaining the PMI-RMP Certification are subject to regional and membership pricing
rules. Membership is NOT required to obtain the PMI-RMP. Initial examination fees must be paid
after applications have been approved before you can schedule your examination.
If you need to retake the exam, and your eligibility period is still current, you may do so for a
substantial discount subject to regional and membership pricing rules. Additionally, once an
examination date is confirmed and scheduled, you may be subject to cancellation or no-show
fees.
Once scores are received, you may request a manual hand score if your original test was not
delivered on a computer but instead using a paper-based administration. The fee for a hand
rescore is $45 USD.
Lastly, renewing your PMI-RMP Certification will require a payment based on regional and
membership pricing rules. We currently support USD, Euros, BRL, and INR currencies.
PMI accepts the following payment methods: credit card and wire transfer
Please note that reexamination fees are waived for candidates who have had their exam scores
invalidated solely due to data forensics evidence.
If PMI membership is obtained after you submit payment for the certification, PMI will not refund the
difference. Review all the benefits of PMI membership or Join Now.
For more information about certification fees, please see the PMI Certification Handb
