{"id":22325,"date":"2026-09-25T12:21:09","date_gmt":"2026-09-25T12:21:09","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=22325"},"modified":"2026-09-25T12:21:09","modified_gmt":"2026-09-25T12:21:09","slug":"pmi-pmi-cp-practice-test-questions-and-exam-dumps-part10-q181-200","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/pmi-pmi-cp-practice-test-questions-and-exam-dumps-part10-q181-200\/","title":{"rendered":"PMI PMI-CP Practice Test Questions and Exam Dumps Part10 Q181-200"},"content":{"rendered":"

View Full <\/b>PMI PMI-CP Exam Dumps<\/b><\/a> and Practice Test Dumps<\/b><\/h2>\n

 <\/p>\n

Question 181.<\/b><\/p>\n

During construction, the team identifies repeated delays caused by late owner decisions. What should the project manager do?<\/b><\/p>\n

    \n
  1. <\/b> Establish visibility into required decisions, responsible decision-makers, due dates, and escalation requirements.<\/span>
    \n<\/span>2.<\/b> Allow each contractor to make owner decisions independently.<\/span>
    \n<\/span>3.<\/b> Remove decision-related delays from project reports.<\/span>
    \n<\/span>4.<\/b> Wait until closeout to document the problem.<\/span><\/li>\n<\/ol>\n

    Correct Answer: 1<\/b><\/p>\n

    Explanation:<\/b><\/p>\n

    Critical decisions should be identified early enough to support design, procurement, and construction activities. A decision log or similar process can identify the required decision, responsible authority, needed-by date, current status, and escalation path. This allows overdue decisions to be addressed before they affect downstream work. Contractors should not assume authority that belongs to the owner or another stakeholder. Making decision dependencies visible improves accountability and allows project leadership to focus attention on matters that could otherwise become significant schedule constraints.<\/span><\/p>\n

    Question 182.<\/b><\/p>\n

    A project team is evaluating bids for a major subcontract package. One proposal contains several significant scope exclusions. What should the team do?<\/b><\/p>\n

      \n
    1. <\/b> Ignore the exclusions because the price is low.<\/span>
      \n<\/span>2.<\/b> Normalize and clarify the proposals so scope and commercial differences are understood before selection.<\/span>
      \n<\/span>3.<\/b> Automatically reject every proposal containing an exclusion.<\/span>
      \n<\/span>4.<\/b> Add the excluded work after contract award without discussion.<\/span><\/li>\n<\/ol>\n

      Correct Answer: 2<\/b><\/p>\n

      Explanation:<\/b><\/p>\n

      Bid prices are difficult to compare when bidders have made different assumptions or exclusions. The project team should clarify scope differences and normalize proposals so decision-makers understand what each price actually includes. This process can identify potential gaps, qualifications, commercial risks, and interfaces before award. A low bid may become significantly more expensive if important work has been excluded. Structured bid evaluation therefore considers both price and the completeness of the proposed scope, along with technical capability, schedule, quality, and other established selection criteria.<\/span><\/p>\n

      Question 183.<\/b><\/p>\n

      A schedule update shows several activities becoming near-critical even though the final completion date has not changed. What should the project manager do?<\/b><\/p>\n

        \n
      1. <\/b> Ignore them because they are not currently critical.<\/span>
        \n<\/span>2.<\/b> Remove them from schedule reports.<\/span>
        \n<\/span>3.<\/b> Monitor the activities closely and evaluate actions to protect remaining schedule flexibility.<\/span>
        \n<\/span>4.<\/b> Assign artificial float to each activity.<\/span><\/li>\n<\/ol>\n

        Correct Answer: 3<\/b><\/p>\n

        Explanation:<\/b><\/p>\n

        Near-critical activities deserve attention because relatively small delays may cause them to become critical or affect important milestones. The project manager should review remaining float, constraints, resource requirements, interfaces, and upcoming risks. Preventive actions may be more effective and less expensive while schedule flexibility still exists. Ignoring near-critical paths can allow emerging schedule exposure to develop unnoticed. Schedule management should therefore consider not only the current critical path but also paths that have limited flexibility and could become critical as conditions change.<\/span><\/p>\n

        Question 184.<\/b><\/p>\n

        A design change affects a major piece of equipment that has already entered fabrication. What should the project team do?<\/b><\/p>\n

          \n
        1. <\/b> Issue the change directly to field crews only.<\/span>
          \n<\/span>2.<\/b> Ignore the fabrication status.<\/span>
          \n<\/span>3.<\/b> Cancel the equipment without evaluating consequences.<\/span>
          \n<\/span>4.<\/b> Assess fabrication, commercial, technical, schedule, and downstream impacts before authorizing implementation.<\/span><\/li>\n<\/ol>\n

          Correct Answer: 4<\/b><\/p>\n

          Explanation:<\/b><\/p>\n

          Changes affecting equipment already in fabrication can have substantial consequences. The manufacturer may need to stop production, modify completed components, purchase different materials, or revise testing and delivery plans. The project team should understand these impacts together with technical requirements, schedule effects, cost, contractual implications, and downstream installation dependencies. A seemingly small design change can become expensive when introduced late in procurement. Comprehensive impact assessment gives authorized decision-makers the information needed to determine whether and how the change should proceed.<\/span><\/p>\n

          Question 185.<\/b><\/p>\n

          What is the primary purpose of establishing a cost baseline?<\/b><\/p>\n

            \n
          1. <\/b> To provide an approved reference against which project cost performance can be measured and controlled<\/span>
            \n<\/span>2.<\/b> To guarantee that actual cost will never change<\/span>
            \n<\/span>3.<\/b> To eliminate the need for forecasting<\/span>
            \n<\/span>4.<\/b> To prevent authorized project changes<\/span><\/li>\n<\/ol>\n

            Correct Answer: 1<\/b><\/p>\n

            Explanation:<\/b><\/p>\n

            A cost baseline provides an approved reference for comparing planned and actual financial performance. As work progresses, project controls can identify variances, analyze their causes, and forecast likely final outcomes. Authorized changes may result in approved adjustments to the baseline according to project governance. The baseline does not guarantee that actual spending will exactly match the plan, nor does it replace forecasting. Its purpose is to create a consistent basis for measuring performance and understanding how current project conditions compare with authorized expectations.<\/span><\/p>\n

            Question 186.<\/b><\/p>\n

            A subcontractor reports that a required predecessor activity is technically complete but has not been formally released for follow-on work. What should the project manager verify?<\/b><\/p>\n

              \n
            1. <\/b> Only whether the successor crew is available<\/span>
              \n<\/span>2.<\/b> Whether established completion, inspection, acceptance, and handoff requirements have been satisfied<\/span>
              \n<\/span>3.<\/b> Only whether the predecessor contractor has left the area<\/span>
              \n<\/span>4.<\/b> Whether the successor can start without authorization<\/span><\/li>\n<\/ol>\n

              Correct Answer: 2<\/b><\/p>\n

              Explanation:<\/b><\/p>\n

              Physical completion alone may not satisfy all conditions required for a reliable handoff. The work may require inspection, testing, documentation, acceptance, cleanup, or formal release before a successor activity can proceed. The project manager should verify the applicable criteria and coordinate resolution of any remaining requirements. Starting follow-on work prematurely can conceal defects or create rework. Clearly defined handoff criteria help ensure that work areas and systems are genuinely ready for the next participant in the construction sequence.<\/span><\/p>\n

              Question 187.<\/b><\/p>\n

              The project team is evaluating a prefabrication strategy for a repetitive building component. What should be considered?<\/b><\/p>\n

                \n
              1. <\/b> Only fabrication cost<\/span>
                \n<\/span>2.<\/b> Only the number of components<\/span>
                \n<\/span>3.<\/b> Design maturity, transportation, logistics, tolerances, installation, quality, cost, schedule, and safety<\/span>
                \n<\/span>4.<\/b> Only whether another project used prefabrication<\/span><\/li>\n<\/ol>\n

                Correct Answer: 3<\/b><\/p>\n

                Explanation:<\/b><\/p>\n

                Prefabrication can improve productivity, quality, safety, or schedule performance, but its suitability depends on project-specific conditions. The team should evaluate design stability, manufacturing capability, transportation limits, site access, lifting requirements, tolerances, storage, installation sequencing, cost, and interfaces with other systems. Early design decisions may also be required because fabrication often begins before conventional field installation would occur. A structured evaluation helps determine whether prefabrication creates overall project value rather than assuming it is beneficial simply because it worked elsewhere.<\/span><\/p>\n

                Question 188.<\/b><\/p>\n

                A supplier reports that a shipment may be delayed because of an emerging transportation disruption. What should the project team do?<\/b><\/p>\n

                  \n
                1. <\/b> Wait until the delivery date passes.<\/span>
                  \n<\/span>2.<\/b> Assume the disruption will resolve itself.<\/span>
                  \n<\/span>3.<\/b> Remove the shipment from procurement reports.<\/span>
                  \n<\/span>4.<\/b> Assess the exposure and evaluate alternatives such as expedited transportation, alternate routing, resequencing, or contingency actions.<\/span><\/li>\n<\/ol>\n

                  Correct Answer: 4<\/b><\/p>\n

                  Explanation:<\/b><\/p>\n

                  Early warning of a transportation disruption gives the project time to evaluate its actual exposure. The team should determine when the material is required, whether schedule flexibility exists, and what alternatives are feasible. Options may include alternate routing, expedited shipping, partial delivery, resequencing, or other contingency measures. Not every warning will become an actual delay, so responses should be proportionate to the risk. Proactive supply-chain management preserves options and can reduce the impact if the disruption ultimately affects delivery.<\/span><\/p>\n

                  Question 189.<\/b><\/p>\n

                  Why should a construction team track the aging of unresolved issues?<\/b><\/p>\n

                    \n
                  1. <\/b> Older unresolved issues may require escalation before their project impacts increase.<\/span>
                    \n<\/span>2.<\/b> Issue age automatically determines contractual responsibility.<\/span>
                    \n<\/span>3.<\/b> Every old issue should automatically be closed.<\/span>
                    \n<\/span>4.<\/b> Aging information eliminates the need to assign issue owners.<\/span><\/li>\n<\/ol>\n

                    Correct Answer: 1<\/b><\/p>\n

                    Explanation:<\/b><\/p>\n

                    An issue that remains unresolved for an extended period may begin affecting design, procurement, construction, or stakeholder decisions. Tracking issue age helps the team identify matters that are not progressing and may require additional attention or escalation. Age alone does not establish contractual responsibility or mean an issue should be closed. Ownership, required actions, target dates, impacts, and status remain important. Aging information provides another management indicator that helps prevent unresolved matters from remaining unnoticed until they become urgent project problems.<\/span><\/p>\n

                    Question 190.<\/b><\/p>\n

                    A project team wants to improve the reliability of progress percentages reported by different contractors. What should it do?<\/b><\/p>\n

                      \n
                    1. <\/b> Let each contractor define progress differently.<\/span>
                      \n<\/span>2.<\/b> Establish consistent and measurable progress rules appropriate to the work.<\/span>
                      \n<\/span>3.<\/b> Report all started work as 50% complete.<\/span>
                      \n<\/span>4.<\/b> Base progress only on money spent.<\/span><\/li>\n<\/ol>\n

                      Correct Answer: 2<\/b><\/p>\n

                      Explanation:<\/b><\/p>\n

                      Consistent progress measurement requires clear rules defining how completion is credited. Depending on the work, measurement may use installed quantities, weighted milestones, completed deliverables, or other objective methods. Allowing every contractor to apply unrelated definitions can distort overall project reporting. Expenditure alone may not accurately represent physical progress. Establishing appropriate measurement rules improves comparability, forecasting, payment administration, and schedule control. The selected method should reflect actual accomplishment and avoid giving excessive credit simply because an activity has started.<\/span><\/p>\n

                      Question 191.<\/b><\/p>\n

                      A project experiences repeated quality problems with materials from the same supplier. What should the project manager do?<\/b><\/p>\n

                        \n
                      1. <\/b> Continue accepting the materials without review.<\/span>
                        \n<\/span>2.<\/b> Hide the nonconformance records.<\/span>
                        \n<\/span>3.<\/b> Investigate the recurring cause, review supplier performance, and implement appropriate corrective actions.<\/span>
                        \n<\/span>4.<\/b> Lower the acceptance criteria automatically.<\/span><\/li>\n<\/ol>\n

                        Correct Answer: 3<\/b><\/p>\n

                        Explanation:<\/b><\/p>\n

                        Repeated material nonconformances may indicate a systemic supplier, manufacturing, specification, handling, or quality-control problem. The team should analyze the pattern and determine why the materials repeatedly fail requirements. Corrective action may involve supplier quality improvements, additional verification, process changes, replacement materials, or other measures consistent with contractual requirements. Simply rejecting individual shipments without addressing the recurring cause may allow disruption to continue. Supplier performance information can also support future procurement and risk-management decisions.<\/span><\/p>\n

                        Question 192.<\/b><\/p>\n

                        A proposed schedule recovery plan requires two trades to work simultaneously in a highly congested area. What should the team do?<\/b><\/p>\n

                          \n
                        1. <\/b> Implement the plan because parallel work always saves time.<\/span>
                          \n<\/span>2.<\/b> Ignore trade coordination.<\/span>
                          \n<\/span>3.<\/b> Require both trades to increase staffing.<\/span>
                          \n<\/span>4.<\/b> Evaluate congestion, safety, productivity, access, interfaces, and realistic schedule benefits before implementation.<\/span><\/li>\n<\/ol>\n

                          Correct Answer: 4<\/b><\/p>\n

                          Explanation:<\/b><\/p>\n

                          Parallel work can shorten duration when sufficient space and coordination exist, but excessive congestion may reduce productivity and create safety or quality problems. The team should evaluate physical workspace, material movement, equipment, supervision, trade interfaces, access, and sequencing before adopting the recovery plan. Adding more people to a constrained area can actually reduce output. A credible recovery strategy should be based on realistic production conditions and should provide a measurable schedule benefit without introducing unacceptable secondary impacts.<\/span><\/p>\n

                          Question 193.<\/b><\/p>\n

                          What is a key benefit of conducting regular risk reviews throughout construction?<\/b><\/p>\n

                            \n
                          1. <\/b> They allow the team to reassess exposure, identify new risks, and evaluate whether responses remain effective.<\/span>
                            \n<\/span>2.<\/b> They guarantee that no risk will occur.<\/span>
                            \n<\/span>3.<\/b> They eliminate the need for risk owners.<\/span>
                            \n<\/span>4.<\/b> They make the original risk assessment permanently accurate.<\/span><\/li>\n<\/ol>\n

                            Correct Answer: 1<\/b><\/p>\n

                            Explanation:<\/b><\/p>\n

                            Project risk changes as design develops, procurement progresses, field conditions become known, and construction activities advance. Regular reviews allow the team to identify new uncertainties, retire risks that are no longer relevant, reassess probability and impact, and evaluate whether planned responses remain appropriate. Risk owners and response actions should also be reviewed. Risk management is therefore an ongoing process rather than a one-time workshop. Continuous review helps the team respond to changing project conditions before emerging threats or opportunities materially affect objectives.<\/span><\/p>\n

                            Question 194.<\/b><\/p>\n

                            An owner requests a change but has not yet authorized the associated cost. The work is not an emergency. What should the project manager do?<\/b><\/p>\n

                              \n
                            1. <\/b> Direct immediate implementation regardless of authorization.<\/span>
                              \n<\/span>2.<\/b> Follow the established change authorization process before proceeding with the changed work.<\/span>
                              \n<\/span>3.<\/b> Ask workers to perform the change without documentation.<\/span>
                              \n<\/span>4.<\/b> Add the cost to the final account without notifying the owner.<\/span><\/li>\n<\/ol>\n

                              Correct Answer: 2<\/b><\/p>\n

                              Explanation:<\/b><\/p>\n

                              When changed work is not urgent, the project should follow established authorization requirements before implementation. This allows the owner and other decision-makers to understand the technical, cost, schedule, and contractual consequences and formally approve the change where required. Beginning work without authorization can create disputes regarding payment and scope. Proper documentation also ensures that affected drawings, schedules, procurement commitments, and project records are updated consistently. Change control protects both project governance and commercial clarity.<\/span><\/p>\n

                              Question 195.<\/b><\/p>\n

                              The project team is planning installation of owner-furnished equipment. What should receive particular attention?<\/b><\/p>\n

                                \n
                              1. <\/b> Only the equipment purchase price<\/span>
                                \n<\/span>2.<\/b> Only the contractor’s labor rate<\/span>
                                \n<\/span>3.<\/b> Delivery dates, design information, interfaces, storage, installation responsibilities, testing, and commissioning<\/span>
                                \n<\/span>4.<\/b> Only the manufacturer’s location<\/span><\/li>\n<\/ol>\n

                                Correct Answer: 3<\/b><\/p>\n

                                Explanation:<\/b><\/p>\n

                                Owner-furnished equipment creates interfaces between owner procurement and contractor execution. The team should clarify when equipment and technical information will be available, who is responsible for receiving and storing it, installation requirements, supporting utilities, warranties, testing, and commissioning. Delays or unclear responsibilities can affect construction even when the contractor does not control the purchase. Integrating owner-furnished equipment into design, procurement, schedule, logistics, and turnover planning helps prevent gaps between purchasing responsibility and successful field installation.<\/span><\/p>\n

                                Question 196.<\/b><\/p>\n

                                A construction activity requires temporary support that was not included in the initial execution plan. What should the project team do?<\/b><\/p>\n

                                  \n
                                1. <\/b> Proceed without temporary support.<\/span>
                                  \n<\/span>2.<\/b> Ask workers to improvise a solution.<\/span>
                                  \n<\/span>3.<\/b> Ignore the requirement because the support is temporary.<\/span>
                                  \n<\/span>4.<\/b> Evaluate, design, approve, and coordinate the temporary works as required before affected work proceeds.<\/span><\/li>\n<\/ol>\n

                                  Correct Answer: 4<\/b><\/p>\n

                                  Explanation:<\/b><\/p>\n

                                  Temporary works can be critical to safe and successful construction even though they are not part of the permanent facility. Supports, shoring, formwork, access systems, and similar temporary arrangements may require engineering, review, installation controls, inspections, or specific sequencing. Improvised solutions can create serious safety and structural risks. The team should identify applicable responsibilities and ensure temporary works are appropriately planned and coordinated with permanent construction. Their temporary nature does not reduce the need for disciplined management.<\/span><\/p>\n

                                  Question 197.<\/b><\/p>\n

                                  Why should construction teams track commitments made during coordination meetings?<\/b><\/p>\n

                                    \n
                                  1. <\/b> Tracking action owners and due dates improves accountability and follow-through.<\/span>
                                    \n<\/span>2.<\/b> Meeting commitments never affect project performance.<\/span>
                                    \n<\/span>3.<\/b> Tracking eliminates the need for future meetings.<\/span>
                                    \n<\/span>4.<\/b> Only contractual changes should ever be recorded.<\/span><\/li>\n<\/ol>\n

                                    Correct Answer: 1<\/b><\/p>\n

                                    Explanation:<\/b><\/p>\n

                                    Coordination meetings often generate actions involving design information, procurement, access, inspections, decisions, logistics, and other project needs. Recording the action, responsible party, and required completion date makes those commitments visible and easier to follow up. Without tracking, important actions can be forgotten between meetings and become constraints on field work. Action logs do not replace formal contractual change procedures when those are required. They support day-to-day coordination by helping the team convert discussion into accountable project action.<\/span><\/p>\n

                                    Question 198.<\/b><\/p>\n

                                    A project team discovers that a milestone is likely to be missed even after reasonable recovery actions. What should the project manager do?<\/b><\/p>\n

                                      \n
                                    1. <\/b> Continue reporting the original forecast without explanation.<\/span>
                                      \n<\/span>2.<\/b> Communicate the realistic forecast, impacts, causes, and available options to appropriate stakeholders.<\/span>
                                      \n<\/span>3.<\/b> Change actual progress data to preserve the milestone.<\/span>
                                      \n<\/span>4.<\/b> Stop schedule reporting.<\/span><\/li>\n<\/ol>\n

                                      Correct Answer: 2<\/b><\/p>\n

                                      Explanation:<\/b><\/p>\n

                                      When current information indicates that a milestone is no longer realistically achievable, stakeholders need an accurate forecast. The project manager should explain the causes, expected impacts, recovery efforts already considered, remaining options, and decisions that may be required. Continuing to report an unrealistic date prevents informed action and can damage trust. Forecasts may change as conditions evolve, but they should represent the best current assessment. Transparent communication allows stakeholders to manage consequences and make timely decisions based on credible project information.<\/span><\/p>\n

                                      Question 199.<\/b><\/p>\n

                                      The team is considering a design alternative that reduces embodied environmental impact but changes procurement requirements. What should it do?<\/b><\/p>\n

                                        \n
                                      1. <\/b> Select the alternative solely because of its environmental benefit.<\/span>
                                        \n<\/span>2.<\/b> Reject it because procurement would change.<\/span>
                                        \n<\/span>3.<\/b> Evaluate sustainability benefits together with technical, cost, schedule, supply-chain, quality, and project requirements.<\/span>
                                        \n<\/span>4.<\/b> Allow the supplier to decide without project review.<\/span><\/li>\n<\/ol>\n

                                        Correct Answer: 3<\/b><\/p>\n

                                        Explanation:<\/b><\/p>\n

                                        Sustainability considerations can form an important part of project value, but alternatives should be evaluated within the broader project context. A lower-impact material or system may affect availability, lead time, installation, performance, certification, cost, or quality. The team should understand these trade-offs and determine whether the alternative supports the project’s established environmental and functional objectives. Integrated evaluation prevents optimization of one criterion from unintentionally creating unacceptable consequences elsewhere and supports transparent decision-making among relevant stakeholders.<\/span><\/p>\n

                                        Question 200.<\/b><\/p>\n

                                        At final completion, the project team discovers that several warranty documents have not been transferred to the owner. What should the project manager do?<\/b><\/p>\n

                                          \n
                                        1. <\/b> Ignore them because construction is complete.<\/span>
                                          \n<\/span>2.<\/b> Tell the owner to contact suppliers independently.<\/span>
                                          \n<\/span>3.<\/b> Close the project and discard the requirement.<\/span>
                                          \n<\/span>4.<\/b> Track, collect, verify, and transfer the required warranty information through the closeout process.<\/span><\/li>\n<\/ol>\n

                                          Correct Answer: 4<\/b><\/p>\n

                                          Explanation:<\/b><\/p>\n

                                          Warranty information is an important turnover deliverable because the owner may need it to obtain service, replacement, or corrective work after construction. The project team should identify missing documents, assign responsibility for obtaining them, verify that required information is complete, and formally transfer it to the owner. Physical completion does not eliminate outstanding administrative obligations. Structured closeout helps ensure warranties, operation information, record documents, training, and other required deliverables are completed before the applicable project obligations are considered satisfied.<\/span><\/p>\n

                                           <\/p>\n","protected":false},"excerpt":{"rendered":"

                                          View Full PMI PMI-CP Exam Dumps and Practice Test Dumps   Question 181. During construction, the team identifies repeated delays caused by late owner decisions. What should the project manager do? Establish visibility into required decisions, responsible decision-makers, due dates, and escalation requirements. 2. Allow each contractor to make owner decisions independently. 3. Remove decision-related […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[1648,1647],"tags":[],"_links":{"self":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22325"}],"collection":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/comments?post=22325"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22325\/revisions"}],"predecessor-version":[{"id":22326,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22325\/revisions\/22326"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=22325"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=22325"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=22325"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}