{"id":22339,"date":"2026-09-25T12:23:11","date_gmt":"2026-09-25T12:23:11","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=22339"},"modified":"2026-09-25T12:23:11","modified_gmt":"2026-09-25T12:23:11","slug":"pmi-pmi-cp-practice-test-questions-and-exam-dumps-part17-q321-340","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/pmi-pmi-cp-practice-test-questions-and-exam-dumps-part17-q321-340\/","title":{"rendered":"PMI PMI-CP Practice Test Questions and Exam Dumps Part17 Q321-340"},"content":{"rendered":"

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

 <\/p>\n

Question 321.<\/b><\/p>\n

A project team discovers that a critical activity has significant total float but almost no free float. What does this indicate?<\/b><\/p>\n

    \n
  1. <\/b> Delaying the activity may affect its immediate successor even though the overall project completion date may not be affected immediately.<\/span>
    \n<\/span>2.<\/b> The activity can be delayed indefinitely.<\/span>
    \n<\/span>3.<\/b> The activity is automatically on the critical path.<\/span>
    \n<\/span>4.<\/b> The activity has no relationship with successor activities.<\/span><\/li>\n<\/ol>\n

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

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

    Free float represents the amount of time an activity can be delayed without delaying the early start of a successor, while total float generally reflects flexibility relative to the project’s scheduling constraints or completion. An activity can therefore have available total float while possessing little or no free float. In that situation, delaying the activity may immediately affect downstream work even if the project’s ultimate completion date is not yet affected. Understanding both measures helps the team manage trade interfaces and avoid unnecessarily consuming schedule flexibility.<\/span><\/p>\n

    Question 322.<\/b><\/p>\n

    A contractor wants to perform additional work that it believes is necessary but has not received the required change authorization. What should the project manager do?<\/b><\/p>\n

      \n
    1. <\/b> Allow the work because the contractor considers it necessary.<\/span>
      \n<\/span>2.<\/b> Follow the contractual change and authorization process before committing to the additional work, except where applicable emergency provisions require otherwise.<\/span>
      \n<\/span>3.<\/b> Tell the contractor to perform the work without recording its cost.<\/span>
      \n<\/span>4.<\/b> Automatically add the work to the original scope.<\/span><\/li>\n<\/ol>\n

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

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

      Additional work should be managed through the project’s established authorization process so scope, cost, schedule, and responsibility remain clear. The team should determine why the work is considered necessary and whether it is already included in existing requirements or represents a change. Appropriate authorization should be obtained before commitment where required. Emergency provisions may establish different procedures for urgent conditions. Informal execution without proper documentation can create payment disputes, uncontrolled scope growth, and uncertainty regarding the project’s authorized position.<\/span><\/p>\n

      Question 323.<\/b><\/p>\n

      A project team is reviewing the use of management reserve and project contingency. What is most important?<\/b><\/p>\n

        \n
      1. <\/b> Treat both as unrestricted funds available for any purpose.<\/span>
        \n<\/span>2.<\/b> Spend both before final completion.<\/span>
        \n<\/span>3.<\/b> Apply each according to the organization’s defined governance, risk, and budget-control rules.<\/span>
        \n<\/span>4.<\/b> Transfer both directly to contractor profit.<\/span><\/li>\n<\/ol>\n

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

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

        Organizations may distinguish contingency and management reserve according to the types of uncertainty they address and the authority required for their use. The project team should understand the applicable definitions and governance rather than treating all reserve funds identically. Usage should be documented and reflected appropriately in forecasts and risk information. The objective is to preserve financial visibility and ensure that uncertainty-related funds are used for their intended purposes. Reserve structures and terminology can vary, so project-specific rules should govern administration.<\/span><\/p>\n

        Question 324.<\/b><\/p>\n

        A critical lift requires the use of two cranes simultaneously. What should the project team do before execution?<\/b><\/p>\n

          \n
        1. <\/b> Allow crane operators to coordinate the lift informally.<\/span>
          \n<\/span>2.<\/b> Begin the lift if both cranes have sufficient individual capacity.<\/span>
          \n<\/span>3.<\/b> Use the standard material-delivery procedure as the lifting plan.<\/span>
          \n<\/span>4.<\/b> Develop and review the required coordinated lift plan addressing loads, equipment, rigging, communication, sequencing, and safety controls.<\/span><\/li>\n<\/ol>\n

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

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

          A multi-crane lift can involve complex load sharing, crane movements, rigging behavior, communication, ground conditions, and synchronization. Individual crane capacity alone does not establish that the overall operation is safe. The required planning should define responsibilities, equipment configurations, load information, communication protocols, exclusion zones, environmental limitations, and other applicable controls. Appropriate qualified personnel should review the plan before execution. Critical lifting operations require deliberate coordination rather than reliance on informal field decisions during the lift.<\/span><\/p>\n

          Question 325.<\/b><\/p>\n

          What is a major purpose of performing a schedule sensitivity review?<\/b><\/p>\n

            \n
          1. <\/b> To understand which paths or activities could threaten completion as conditions or durations change<\/span>
            \n<\/span>2.<\/b> To guarantee the current critical path will never change<\/span>
            \n<\/span>3.<\/b> To eliminate near-critical activities<\/span>
            \n<\/span>4.<\/b> To remove uncertainty from the schedule<\/span><\/li>\n<\/ol>\n

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

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

            The critical path can change as work progresses, durations vary, and available float is consumed. A sensitivity review helps the team understand which activities or paths are close enough to critical that relatively small changes could affect project completion. This supports proactive attention to emerging schedule exposure rather than focusing exclusively on the current critical path. Schedule analysis cannot eliminate uncertainty, but it can reveal where uncertainty matters most. This information can guide monitoring, mitigation, and management priorities.<\/span><\/p>\n

            Question 326.<\/b><\/p>\n

            A subcontractor’s payment application includes quantities that differ substantially from verified field measurements. What should the project manager do?<\/b><\/p>\n

              \n
            1. <\/b> Approve the application to avoid delaying payment.<\/span>
              \n<\/span>2.<\/b> Reconcile the quantities using the agreed measurement and payment requirements before certification.<\/span>
              \n<\/span>3.<\/b> Reject all future payment applications from the subcontractor.<\/span>
              \n<\/span>4.<\/b> Change field measurements to match the application.<\/span><\/li>\n<\/ol>\n

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

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

              Payment certification should be supported by the applicable contractual measurement rules and reliable evidence of completed work. When claimed quantities differ materially from verified records, the discrepancy should be reconciled before payment is approved. The cause may be a measurement-method difference, timing issue, data error, or disagreement about what qualifies for payment. Resolving the difference transparently protects both parties and maintains accurate cost records. Prompt payment remains important, but it should be based on appropriately validated information.<\/span><\/p>\n

              Question 327.<\/b><\/p>\n

              A project team identifies repeated near misses involving vehicles and pedestrians. What should it do?<\/b><\/p>\n

                \n
              1. <\/b> Wait until an injury occurs before changing the logistics plan.<\/span>
                \n<\/span>2.<\/b> Record the near misses without taking action.<\/span>
                \n<\/span>3.<\/b> Analyze the pattern and improve traffic separation, routing, controls, communication, or other relevant measures.<\/span>
                \n<\/span>4.<\/b> Stop reporting near misses.<\/span><\/li>\n<\/ol>\n

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

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

                Repeated near misses can provide valuable warning that existing controls are inadequate even when no injury has yet occurred. The team should examine where and when interactions happen and whether traffic routes, barriers, spotters, signage, delivery scheduling, visibility, or communication require improvement. Addressing these indicators proactively can prevent a more serious event. Near-miss reporting is valuable because it allows teams to learn from hazardous conditions before consequences become severe, provided observations lead to appropriate action.<\/span><\/p>\n

                Question 328.<\/b><\/p>\n

                A project team discovers that an approved design change affects equipment already undergoing factory fabrication. What should happen first?<\/b><\/p>\n

                  \n
                1. <\/b> Wait until the equipment arrives on site.<\/span>
                  \n<\/span>2.<\/b> Tell the manufacturer to decide whether the change matters.<\/span>
                  \n<\/span>3.<\/b> Cancel the equipment automatically.<\/span>
                  \n<\/span>4.<\/b> Promptly assess fabrication status and communicate the authorized change to determine technical, cost, and schedule consequences.<\/span><\/li>\n<\/ol>\n

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

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

                  The impact of a design change can depend heavily on how far fabrication has progressed. Early communication allows the manufacturer and project team to determine whether drawings, materials, components, testing, or completed fabrication are affected. The team should evaluate technical feasibility, rework, cost, delivery, and contractual implications before deciding how to implement the change. Delayed communication may allow additional work to proceed using superseded requirements, increasing both disruption and cost. Procurement and change management should therefore remain closely integrated.<\/span><\/p>\n

                  Question 329.<\/b><\/p>\n

                  Why is forecast-to-complete information important when reviewing project cost performance?<\/b><\/p>\n

                    \n
                  1. <\/b> It estimates the expected cost of the remaining work and supports the forecast of final cost.<\/span>
                    \n<\/span>2.<\/b> It represents only money already spent.<\/span>
                    \n<\/span>3.<\/b> It replaces the approved budget.<\/span>
                    \n<\/span>4.<\/b> It eliminates uncertainty from cost management.<\/span><\/li>\n<\/ol>\n

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

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

                    Forecast-to-complete focuses on the expected cost required to finish remaining work. It should reflect current quantities, productivity, commitments, procurement requirements, risks, changes, and other relevant conditions rather than simply repeating the original estimate. When combined with appropriate actual and committed cost information, it helps develop a realistic forecast of the project’s final financial outcome. Because future work remains uncertain, the forecast should be reviewed and updated as conditions change. It is a management estimate, not a guarantee.<\/span><\/p>\n

                    Question 330.<\/b><\/p>\n

                    A project team needs to choose between mediation and arbitration for an unresolved dispute. What distinction should it recognize?<\/b><\/p>\n

                      \n
                    1. <\/b> Both processes always produce identical legally binding outcomes.<\/span>
                      \n<\/span>2.<\/b> Mediation generally facilitates negotiated resolution, while arbitration generally involves a third party deciding the dispute under the applicable agreement.<\/span>
                      \n<\/span>3.<\/b> Mediation prevents the parties from communicating directly.<\/span>
                      \n<\/span>4.<\/b> Arbitration is simply an informal project meeting.<\/span><\/li>\n<\/ol>\n

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

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

                      Mediation and arbitration are different dispute-resolution mechanisms. Mediation generally uses a neutral facilitator to help parties seek a mutually acceptable settlement, while the mediator typically does not impose the outcome. Arbitration generally involves presentation of the dispute to an arbitrator or panel that makes a determination according to the governing agreement and rules. Exact procedures and legal effects depend on the applicable contract and jurisdiction. Project teams should understand the dispute-resolution provisions established for their specific project before selecting or initiating a process.<\/span><\/p>\n

                      Question 331.<\/b><\/p>\n

                      A construction team is repeatedly receiving design information shortly before it is needed in the field. What should the project manager improve?<\/b><\/p>\n

                        \n
                      1. <\/b> The number of field workers<\/span>
                        \n<\/span>2.<\/b> The amount of material stored on site<\/span>
                        \n<\/span>3.<\/b> Required-information planning that links design deliverables to procurement and construction need dates<\/span>
                        \n<\/span>4.<\/b> The number of informal design changes<\/span><\/li>\n<\/ol>\n

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

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

                        Design information should be planned around downstream requirements rather than produced independently of procurement and construction needs. The team should identify when drawings, specifications, submittal responses, and design decisions are required to support purchasing, fabrication, and field activities. Working backward from those need dates can establish meaningful design milestones. This provides early warning when information is at risk of becoming late. Better integration reduces last-minute decisions, work stoppages, premature procurement, and construction from incomplete information.<\/span><\/p>\n

                        Question 332.<\/b><\/p>\n

                        A hazardous material spill occurs on the construction site. What should the project team do?<\/b><\/p>\n

                          \n
                        1. <\/b> Wash the material into the nearest drain.<\/span>
                          \n<\/span>2.<\/b> Cover the spill and continue normal work.<\/span>
                          \n<\/span>3.<\/b> Wait until the next environmental inspection.<\/span>
                          \n<\/span>4.<\/b> Implement the applicable emergency and environmental response procedures, including containment, notification, cleanup, and documentation.<\/span><\/li>\n<\/ol>\n

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

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

                          A hazardous material spill can create immediate safety and environmental risks. The project team should follow established response procedures, which may include stopping the source where safe, containing the material, protecting drains or sensitive areas, notifying responsible personnel or authorities as required, and arranging appropriate cleanup and disposal. The event should also be documented and investigated to identify preventive improvements. Improvised disposal can increase environmental damage and regulatory exposure. Prepared response procedures help teams act quickly and consistently.<\/span><\/p>\n

                          Question 333.<\/b><\/p>\n

                          What is a primary benefit of establishing schedule calendars for different types of construction work?<\/b><\/p>\n

                            \n
                          1. <\/b> They allow activity timing to reflect realistic working days, shifts, holidays, restrictions, and other applicable availability.<\/span>
                            \n<\/span>2.<\/b> They guarantee that weather will not affect the project.<\/span>
                            \n<\/span>3.<\/b> They make activity relationships unnecessary.<\/span>
                            \n<\/span>4.<\/b> They automatically reduce project duration.<\/span><\/li>\n<\/ol>\n

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

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

                            Different project activities may operate under different working patterns. Some may use standard daytime shifts, while others may depend on weekend access, shutdown periods, regulatory restrictions, or specialized crews. Appropriate calendars allow the schedule model to reflect when work can realistically occur. Incorrect calendars can produce misleading dates and float calculations even when activity durations and relationships appear correct. Calendars should therefore reflect applicable execution assumptions and be maintained as project conditions or authorized working arrangements change.<\/span><\/p>\n

                            Question 334.<\/b><\/p>\n

                            A project team is evaluating whether to use an alternate supplier after the original supplier experiences repeated delays. What should it consider?<\/b><\/p>\n

                              \n
                            1. <\/b> Only the alternate supplier’s quoted price<\/span>
                              \n<\/span>2.<\/b> Qualification, technical compliance, capacity, lead time, commercial impacts, transition risk, and schedule benefit<\/span>
                              \n<\/span>3.<\/b> Only the location of the alternate supplier<\/span>
                              \n<\/span>4.<\/b> Only whether the original supplier agrees<\/span><\/li>\n<\/ol>\n

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

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

                              Changing suppliers can reduce one risk while introducing others. The alternate supplier should be evaluated for technical capability, quality, manufacturing capacity, delivery reliability, commercial terms, approvals, and any impact on warranties or interfaces. The team should also understand cancellation or transition consequences associated with the original supplier. A lower price or shorter quoted lead time is insufficient by itself. The decision should compare the overall risk and project impact of continuing with the existing supplier versus changing sources.<\/span><\/p>\n

                              Question 335.<\/b><\/p>\n

                              A project manager notices that several cost accounts show favorable performance because invoices have not yet been received for completed work. What should the team do?<\/b><\/p>\n

                                \n
                              1. <\/b> Report the favorable variance as permanent savings.<\/span>
                                \n<\/span>2.<\/b> Ignore unpaid obligations until final completion.<\/span>
                                \n<\/span>3.<\/b> Recognize appropriate commitments, accruals, or expected costs according to the project’s financial-control process.<\/span>
                                \n<\/span>4.<\/b> Remove completed work from progress reporting.<\/span><\/li>\n<\/ol>\n

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

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

                                A timing difference between work performance and invoice receipt can make current cost reports appear artificially favorable. Project controls should account appropriately for obligations or expected costs so financial reporting reflects the economic status of the work rather than merely payment timing. The exact accounting treatment depends on organizational procedures, but the management objective is consistent: avoid interpreting unbilled completed work as genuine savings. Accurate recognition of expected costs improves variance analysis and final-cost forecasting.<\/span><\/p>\n

                                Question 336.<\/b><\/p>\n

                                A subcontractor proposes removing a temporary support system earlier than originally planned. What should happen?<\/b><\/p>\n

                                  \n
                                1. <\/b> Remove it immediately to reduce rental cost.<\/span>
                                  \n<\/span>2.<\/b> Allow removal if the field supervisor agrees verbally.<\/span>
                                  \n<\/span>3.<\/b> Remove half of the supports as a trial.<\/span>
                                  \n<\/span>4.<\/b> Verify that the required permanent conditions, strength, sequencing, engineering criteria, and approvals support safe removal.<\/span><\/li>\n<\/ol>\n

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

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

                                  Temporary supports may remain structurally necessary until permanent work reaches specified strength, stability, or completion conditions. Early removal should therefore be based on appropriate engineering criteria and required approvals rather than cost pressure or informal judgment. The team should verify the current condition of the permanent work, construction sequence, load paths, test results where applicable, and other relevant requirements. Temporary works are integral to safe construction and should remain in place until their intended function is no longer required.<\/span><\/p>\n

                                  Question 337.<\/b><\/p>\n

                                  Why should a project team perform periodic risk workshops rather than relying only on the initial risk assessment?<\/b><\/p>\n

                                    \n
                                  1. <\/b> Project conditions change, so new risks may emerge and existing risks may change in probability, impact, or response needs.<\/span>
                                    \n<\/span>2.<\/b> The initial risk assessment is always incorrect.<\/span>
                                    \n<\/span>3.<\/b> Risk workshops guarantee that no risk will occur.<\/span>
                                    \n<\/span>4.<\/b> Workshops eliminate the need for risk owners.<\/span><\/li>\n<\/ol>\n

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

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

                                    Construction projects evolve continuously as design matures, procurement progresses, field conditions become known, and stakeholders make decisions. Risks identified early may become less significant, while new threats or opportunities can emerge. Periodic collaborative reviews help update exposure, evaluate response effectiveness, identify emerging conditions, and confirm ownership. The purpose is not to repeat the original assessment mechanically but to keep risk management aligned with current project conditions. Risk owners remain important for implementing and monitoring specific responses between reviews.<\/span><\/p>\n

                                    Question 338.<\/b><\/p>\n

                                    A project has limited laydown space and several trades are requesting the same area. What should the project manager do?<\/b><\/p>\n

                                      \n
                                    1. <\/b> Assign the entire area permanently to the first requester.<\/span>
                                      \n<\/span>2.<\/b> Coordinate time-phased use of the space based on construction sequence, material needs, access, and logistics priorities.<\/span>
                                      \n<\/span>3.<\/b> Allow trades to resolve the conflict independently.<\/span>
                                      \n<\/span>4.<\/b> Eliminate all on-site material storage.<\/span><\/li>\n<\/ol>\n

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

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

                                      Laydown space is a limited project resource and may need to serve different trades at different times. A time-phased logistics plan can allocate the area according to upcoming work, delivery timing, installation sequence, crane access, safety, and handling requirements. Permanent assignment to one trade may reduce overall project efficiency. Coordination also helps prevent excessive early delivery and unnecessary material movement. Site logistics should evolve with the construction sequence so scarce space supports the project’s most important current needs.<\/span><\/p>\n

                                      Question 339.<\/b><\/p>\n

                                      A project manager discovers that unfavorable performance information was intentionally omitted from a management report. What is the appropriate response?<\/b><\/p>\n

                                        \n
                                      1. <\/b> Continue omitting it to protect stakeholder confidence.<\/span>
                                        \n<\/span>2.<\/b> Modify the baseline until the performance appears favorable.<\/span>
                                        \n<\/span>3.<\/b> Correct the reporting and ensure material project information is communicated accurately and transparently.<\/span>
                                        \n<\/span>4.<\/b> Stop issuing management reports.<\/span><\/li>\n<\/ol>\n

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

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

                                        Project reporting should provide decision-makers with accurate and meaningful information, including unfavorable developments when they are relevant. Deliberately omitting material information can lead stakeholders to make decisions using an incomplete picture and can undermine trust and governance. The report should be corrected according to applicable project procedures, and the cause of the reporting failure should be addressed. Transparent reporting does not require exaggerating problems; it requires presenting performance, uncertainty, and significant impacts fairly and consistently.<\/span><\/p>\n

                                        Question 340.<\/b><\/p>\n

                                        A project has achieved substantial completion but still has outstanding warranty documentation, training records, and final test reports. What should the project manager do?<\/b><\/p>\n

                                          \n
                                        1. <\/b> Treat all closeout requirements as automatically complete.<\/span>
                                          \n<\/span>2.<\/b> Destroy temporary project records.<\/span>
                                          \n<\/span>3.<\/b> Release all responsible parties without checking remaining obligations.<\/span>
                                          \n<\/span>4.<\/b> Track the outstanding deliverables through the applicable closeout and final-completion process.<\/span><\/li>\n<\/ol>\n

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

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

                                          Substantial completion may represent an important contractual milestone, but it does not necessarily mean every project obligation has been completed. Outstanding warranties, training records, test documentation, deficiencies, final submissions, and other deliverables may still be required before final completion or final payment. The project manager should maintain clear responsibility and due dates for these items and verify satisfactory submission. Structured closeout prevents administrative requirements from being overlooked as construction personnel demobilize and attention shifts away from the project.<\/span><\/p>\n

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

                                          View Full PMI PMI-CP Exam Dumps and Practice Test Dumps   Question 321. A project team discovers that a critical activity has significant total float but almost no free float. What does this indicate? Delaying the activity may affect its immediate successor even though the overall project completion date may not be affected immediately. 2. […]<\/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\/22339"}],"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=22339"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22339\/revisions"}],"predecessor-version":[{"id":22340,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22339\/revisions\/22340"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=22339"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=22339"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=22339"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}