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Created by Miroslaw Dabrowski

M_o_R® V3 Foundation Exam Simulator

multiple choice exam (ABCD)
one correct answer per question
# of questions: 75 | 50% to pass (35)
official exams have 5 trial questions,
that are not counted to the final score
duration: 60 minutes

Copyright © Mirosław Dąbrowski

1 / 75

1. Which statement does BEST describe the risk response type "transfer the risk"?

2 / 75

2. Which of the following statements about Key Performance Indicators (KPIs) is TRUE?

  1. KPIs define success against objectives
  2. KPIs measure deviation from objectives to enable tolerance-setting
  3. Early warning indicators give warnings of a potential KPI failure
  4. KPIs define the level of risk appetite

3 / 75

3. Which of the following is NOT a technique of the "Identify - Risks" process step?

4 / 75

4. Which of the following is NOT an input of the "Identify - Context" process step?

5 / 75

5. Which role is likely to use the strategic Risk Management Strategy for guidance on how to manage risks to the viability of the organization?

6 / 75

6. Which is NOT the responsibility of the Manager:

7 / 75

7. Which Early Warning Indicator(s) can be monitored from the operational perspective?

8 / 75

8. Which is recorded in the risk response plan during the "Plan" process step?

9 / 75

9. Which of the following is NOT an input of the "Plan" process step?

10 / 75

10. What is the responsibility of the Risk Specialist (i.e. risk practitioner, risk coordinator, risk facilitator, etc.):

11 / 75

11. Which feature applies to both the risk response option "prepare contingent plans" and "enhance the opportunity"?

12 / 75

12. What process step has the goal to understand the total risk exposure for a planned activity?

13 / 75

13. Which is a recommended output of the "Identify - Context" process step?

14 / 75

14. Which document is NOT central to the creation of a M_o_R approach?

15 / 75

15. What document describes how risk management activities relate to the achievement of strategic objectives?

16 / 75

16. Which of the following is a goal of the "Identify - Context" process step?

17 / 75

17. Which is NOT a M_o_R Principle?

18 / 75

18. Which of the following is an input to the "Identify - Context" process step?

19 / 75

19. What is the goal of the "Plan" process step?

20 / 75

20. Which document explains how risk management practises will aid in the overall organization’s fulfilment of business goals?

21 / 75

21. Which M_o_R principle advocates that an organization's risk appetite should be within the organization's risk capacity?

22 / 75

22. What is the definition of the term effect, as used in the risk description technique?

23 / 75

23. Which is a recommended output of the "Assess - Evaluate" process step?

24 / 75

24. Which is NOT the responsibility of the Risk Specialist:

25 / 75

25. What is the goal of the "Identify - Context" process step?

26 / 75

26. Why should the M_o_R approach documents be updated regularly and at the same time?

27 / 75

27. Which defines the term "contingency"?

28 / 75

28. Which BEST explains why an influence/interest matrix supports stakeholder analysis for understanding stakeholders' interests?

29 / 75

29. How are prompt lists used in the "Identify - Risks" process step?

30 / 75

30. What is the definition of a Risk Register?

31 / 75

31. Which of the following is an output of the process step "Identify - Context"?

32 / 75

32. Which of the following is NOT an input of the "Implement" process step?

33 / 75

33. Which process step uses Early Warning Indicators (EWIs)?

34 / 75

34. What is a key method for achieving effective decision-making according to the informed decision-making principle?

35 / 75

35. Which is NOT a common process barrier to implementing the steps in the risk management process?

36 / 75

36. What kind of risk response is "avoid"?

37 / 75

37. The process by which an organisation manages the wider impact of an incident is?

38 / 75

38. Which perspective manages risks to the delivery of a business product designed to transform business strategy?

39 / 75

39. The term risk management refers to the systematic application of _____ to the tasks of identifying and assessing risks

40 / 75

40. What is risk appetite?

41 / 75

41. Which task will be performed while identifying risks?

42 / 75

42. Which is determined in the "Assess - Estimate" process step?

43 / 75

43. Which technique is recommended during the "Identify - Risks" process step?

44 / 75

44. Which describes inherent risk?

45 / 75

45. Which of the following would NOT be done in the Operational Risk Management Plan?

46 / 75

46. What information does a probability tree provide?

47 / 75

47. What are the M_o_R principles informed by?

48 / 75

48. Which of the following is NOT a technique of the "Implement" process step?

49 / 75

49. How is the prompt list technique used in identifying risks?

50 / 75

50. Which of the following is NOT a technique for building and developing awareness of risk management?

51 / 75

51. Which is NOT one of the four M_o_R perspectives?

52 / 75

52. Which of the following can be used to measure the impact a risk management awareness programme has on an organisation?

53 / 75

53. What is the definition of a Risk Management Policy?

54 / 75

54. Which step measures the net effect of specific threats and opportunities in an activity?

55 / 75

55. Which is identified by the use of the PESTLE analysis and SWOT analysis techniques?

56 / 75

56. Which principle is NOT an enabler of risk management?

57 / 75

57. Which of the following is NOT a typical area of uncertainty within the project perspective

58 / 75

58. What is exposure to risk?

59 / 75

59. What M_o_R principle recommends the sharing of experiences across the organization to help senior management decision-making?

60 / 75

60. Which perspective ensures risk management maintains a view of the adequacy of controls that support service delivery to satisfy the fits the context principle?

61 / 75

61. What is the difference between a risk management health check and a risk management maturity model?

62 / 75

62. Which effect on the organization's objectives could the PESTLE analysis technique help to identify?

63 / 75

63. Which of the following does NOT call for a M_o_R health check?

64 / 75

64. How should trigger points be used when embedding M_o_R?

65 / 75

65. What is the use of a risk management maturity model?

66 / 75

66. Which information may be recorded in the Risk Register during the "Plan" process step?

67 / 75

67. Identify the missing word(s) in the following sentence. The primary outcome of the _____ principle is that the identification of risks is thorough.

68 / 75

68. What is the responsibility of the Manager (i.e. specific risk manager, programme/project manager, operations manager, line manager, etc.)?

69 / 75

69. What role ensures that risk management strategies exist?

70 / 75

70. Which is NOT the responsibility of the Senior Team:

71 / 75

71. Which statement does BEST describe the reduction threat response?

72 / 75

72. Which is a M_o_R principle?

73 / 75

73. Which activity is focused on when the "Aligns with objectives" principle is applied to the project perspective?

74 / 75

74. Which is NOT a common process barrier to implementing the steps in the M_o_R process?

75 / 75

75. How is the risk progress report used in the "Implement" process step?

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Free stuff

Download, free materials from M_o_R® like Reference Cards, White Papers, and Articles, as well as the OGC Gateway™ Review Process Workbooks.

Also, take a look at the M_o_R® Interactive Mind Map.


Question Bank

See the question distribution graph across PEOPLECERT M_o_R® categories in the question bank.

You must be proficient in those categories to pass the official PEOPLECERT M_o_R® Foundation exam.



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PEOPLECERT M_o_R V3 Foundation exam simulator by Miroslaw Dabrowski

M_o_R® V3 Foundation exam questions and answers

Questions categorized according to Management of Risk V3 Foundation exam Syllabus

Management of Risk (M_o_R®) Materials

Additional links and materials for download on PEOPLECERT M_o_R®

The M_o_R® Interactive Mind Map

The study guide mind map for the Management of Risk V3 (M_o_R® V3) outlines key concepts and principles of value management. It includes sections on the definition and purpose of M_o_R®, principles, processes, and techniques used in value management, organizational contexts, and implementing M_o_R®. The map highlights the importance of understanding stakeholder needs, optimizing resources, and maximizing value in projects and portfolios. It also guides tailoring the M_o_R® approach to different environments and ensuring continuous improvement.

The M_o_R® Syllabus

The document was created with training companies in mind, so-called Accredited Training Organizations (ATOs). It provides information on the scope of Management of Risk exams, thereby allowing for the design of training and training materials following the requirements of PEOPLECERT so that the training and materials fully prepare candidates for Foundation and Practitioner exams.

Why should I read the M_o_R® Syllabus?

So what value does this provide for you? By reading the teaching syllabus, you will learn about the scope of M_o_R® exam questions for M_o_R® Foundation and M_o_R® Practitioner exams, and thus, which topics (and to what extent) from the official M_o_R® Handbook are covered in the exams, and which are not. For example, not everyone knows that the Foundation exam does NOT cover the entire textbook.

Official Handbook

Management of Risk: Guidance for Practitioners

The official M_o_R® qualification/exams (Foundation and Practitioner) AND official, accredited M_o_R® courses are entirely based ONLY on the content covered in the publication below:

  • Title: Management of Risk: Guidance for Practitioners
  • Pages: 160
  • ISBN-10: 0113312741
  • ISBN-13: 978-0113312740

The Authors of the Management of Risk V3 (M_o_R® V3)

Ruth Murray-Webster: The Lead Author of the framework "Management of Risk" V3 (M_o_R® V3)
Dr Ruth Murray-Webster,
Lead Author
Ruth Murray-Webster
Graham Williams - Mentor for "Management of Risk" V3 (M_o_R® V3)
Graham Williams,

Turnbull Report

The Turnbull Report, formally titled “Internal Control: Guidance for Directors on the Combined Code, “ was published by The Institute of Chartered Accountants in England & Wales. It provides comprehensive guidance to directors on establishing and maintaining effective internal control systems. The report emphasizes the importance of regular risk assessment, monitoring, and reviewing controls to ensure they remain effective. It aims to help companies achieve better corporate governance by integrating risk management with business processes and ensuring that the internal control system is robust and dynamic to address evolving risks.

HM Treasury's Orange Books

The Orange Book - Management of Risk Principles and Concepts (2023.05)

The Orange Book: Management of Risk – Principles and Concepts, issued by HM Treasury, provides a comprehensive framework for risk management within government and public sector organizations. It emphasizes the integration of risk management into governance and leadership at all levels, making it a fundamental part of organizational activities and decision-making processes. The document outlines the necessity for structured processes including risk identification, assessment, treatment, monitoring, and reporting, and stresses the importance of continuous improvement through learning and experience.

Additionally, it introduces the “three lines model” to ensure comprehensive internal control and effective assurance activities, covering governance, roles and accountabilities, strategy, planning, and policies. This guidance aims to enhance organizational resilience and decision-making by promoting a proactive approach to managing risks and uncertainties.

The Orange Book - Management of Risk Principles and Concepts (2004.10)

The Orange Book, published by HM Treasury, offers a framework for risk management within government and public sector organizations. It provides principles and concepts to help organizations manage risks effectively, integrate risk management into all aspects of governance and operations, and continuously improve their risk management processes. The guide emphasizes identifying, assessing, mitigating, and monitoring risks, advocating for a proactive approach to threats and opportunities. It also outlines the need for clear communication, learning, and regular review to ensure that risk management remains effective and relevant to organizational goals.

HM Treasury Corporate Governance

HM Treasury - Corporate Governance in Central Government Departments - code of good pratice (2017.04)

The “Corporate Governance in Central Government Departments: Code of Good Practice 2017” updates the previous 2011 code, incorporating best practices to enhance the efficiency and effectiveness of government operations. The code emphasizes the role of departmental boards, chaired by Secretaries of State, in providing strategic leadership, risk management, and performance scrutiny. It promotes a business-like approach by leveraging the expertise of non-executive board members from the private sector, ensuring diverse perspectives and robust governance structures. The code is designed to be flexible, allowing departments to adapt principles to their unique contexts while maintaining accountability, transparency, and sustainability in their operations.

HM Treasury - Corporate Governance in Central Government Departments - code of good pratice (2011.07)

The document “Corporate Governance in Central Government Departments: Code of Good Practice 2011” outlines principles and practices to ensure effective governance in central government departments. It builds on the 2005 Code by incorporating best practices from public, private, and charity sectors. The Code emphasizes the role of departmental boards in providing strategic leadership, drawing on the expertise of non-executive board members from the private sector. It focuses on leadership, effectiveness, accountability, and sustainability principles. The Code also introduces the concept of ministerial engagement, where senior ministers chair their departmental boards to enhance accountability and performance. The guidelines encourage a business-like approach to governance, tailored to meet departmental needs, with flexibility for deviations if justified​

The OGC Gateway™ Process

Step 0 of OGC Gateway™ Process - Review 0: Strategic Assessment

This Workbook supports OGC Gateway Review 0: Strategic Assessment. This is a programme-only Review that sets the programme in the wider policy or corporate context. This Review investigates the direction and planned outcomes of the programme, together with the progress of its constituent projects. It can be applied to any type of programme, including policy and organisational change. The Review is repeated throughout the life of the programme from start-up to closure; an early OGC Gateway Review 0 is particularly valuable as it helps to confirm that the way forward is achievable before plans have been finalised.

Step 1 of OGC Gateway™ Process - Review 1: Business Justification

This Workbook supports OGC Gateway Review 1: Business Justification. This is the first project Review, which investigates the Strategic Business Case and proposes a way forward to confirm that the project is achievable and likely to deliver what is required. The Review checks that: stakeholders approve of the intended benefits of the project, linkage with the programme and organisational objectives is clear, the optimum balance of cost, benefits and risk has been identified.

Step 2 of OGC Gateway™ Process - Review 2: Delivery Strategy

This Workbook supports OGC Gateway Review 2: Delivery Strategy. This Review investigates the assumptions in the Outline Business Case and the proposed approach for delivering the project. If there is a procurement, the delivery strategy will include details of the sourcing options, proposed procurement route and supporting information. The Review will also check that implementation plans are in place.

Step 3 of OGC Gateway™ Process - Review 3: Investment Decision

This Workbook supports OGC Gateway Review 3: Investment Decision. This Review investigates the Full Business Case and the governance arrangements for the investment decision to confirm that the project is still required, affordable and achievable. The Review also checks that implementation plans are robust.

Step 4 of OGC Gateway™ Process - Review 4: Readiness for Service

This Workbook supports OGC Gateway Review 4: Readiness for Service. This Review investigates the organisation’s readiness to make the transition from the specification/solution to implementation; where appropriate it will assess the capabilities of delivery partners and service providers. The Review also confirms that ownership of the project is identified after handover to operational services.

Step 5 of OGC Gateway™ Process - Review 5: Operations Review and Benefits Realisation

This Workbook supports OGC Gateway Review 5: Operations Review and Benefits Realisation. This Review confirms that the benefits set out in the Business Case are being achieved and that the operational service (or facility) is running smoothly. The Review is repeated throughout the life of the service, with the first Review typically 6-12 months after handover to the new owner and a final Review shortly before the end of a service contract. The Review can also be used on a one-off basis, to check that a project has delivered its intended outputs.

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Paulo CoelhoWhen he was preparing for the M_o_R® exam

After over 20 years in IT and personally clearing more than 200 certifications in IT, InfoSec, management, coaching, mentoring, and training, 15 of which have been in Agile Transformations, Agile Leadership and Governance, and more than 10 years as an Accredited MoP®, MSP®, PRINCE2®, PRINCE2 Agile®, M_o_R®, MoV®, P3O®, ITIL® trainer, it’s time to give something back to the community. Just as many great people helped me along the way, I want to contribute to the community, because the truth is that none of it matters if you don’t share and help others.

AXELOS Subject Matter Expert

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As a Subject Matter Expert from AXELOS, I am dedicated to promoting standards both globally and in Poland, I assist organizations in adopting the methodologies and processes outlined in AXELOS best practices with other processes within the client’s organization. I also translate and review translations of AXELOS products, ensuring quality, consistency, and alignment with industry terminology and the specific requirements of each country.

Agile Business Consortium International Ambassador

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As an official International Ambassador for the Agile Business Consortium, I voluntarily promote ABC, including the standards under its umbrella such as AgilePM®, AgileBA®, AgileDS®, and others. I am also engaged in translating ABC's products, as well as supporting the development of the Consortium's strategy, extending its reach to organizations seeking agile ways of working.

Don't be fooled by M_o_R® exam dumps

I hope you will find my exam simulator valuable on your journey. The simulator is not just a tool to help you pass your upcoming M_o_R® Foundation exam, but also to learn and understand the knowledge areas associated with the specific domain you are studying. Passing an exam shouldn’t be the ultimate goal in itself but rather a checkpoint in your never-ending self-development journey. The goal of the M_o_R® Exam Simulator is to provide you with as much learning feedback as possible, so you won’t waste your time memorizing questionable M_o_R® exam dumps or shady M_o_R® question databases with no prior verification of correct answers and with no rationals to questions.

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