After closing a complex project, the project manager found several risks became issues even though they were classified as low probability and low impact. What should the project manager have done to prevent this?

The correct answer is to assess and prioritize risks continuously throughout the project life cycle. Risk management is an iterative process, not a one-time activity. As a project progresses, new risks can emerge, existing risks can change in probability or impact, and previously identified risks may become irrelevant. Continuous monitoring and reassessment allow the project manager to identify these changes and update risk responses accordingly, preventing surprises like low-probability risks becoming significant issues. Holding daily meetings with key stakeholders is excessive and inefficient for risk management. Hiring a risk analyst might be helpful for large, complex projects, but it doesn't replace the project manager's responsibility for continuous risk management. Classifying every risk as high probability and high impact is impractical and leads to an inefficient allocation of resources, as not all risks warrant the same level of attention.