{"id":22345,"date":"2026-09-25T12:24:15","date_gmt":"2026-09-25T12:24:15","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=22345"},"modified":"2026-09-25T12:24:15","modified_gmt":"2026-09-25T12:24:15","slug":"pmi-pmi-cp-practice-test-questions-and-exam-dumps-part20-q381-400","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/pmi-pmi-cp-practice-test-questions-and-exam-dumps-part20-q381-400\/","title":{"rendered":"PMI PMI-CP Practice Test Questions and Exam Dumps Part20 Q381-400"},"content":{"rendered":"

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

 <\/p>\n

Question 381.<\/b><\/p>\n

A project team identifies that the schedule assumes a five-day workweek, but a critical subcontractor is actually permitted to work only four days each week in a restricted area. What should the project manager do?<\/b><\/p>\n

    \n
  1. <\/b> Update the applicable schedule calendar and reassess activity dates and downstream impacts.<\/span>
    \n<\/span>2.<\/b> Keep the five-day calendar to protect the contractual completion date.<\/span>
    \n<\/span>3.<\/b> Reduce activity durations without changing resources.<\/span>
    \n<\/span>4.<\/b> Ignore the restriction until the activity starts.<\/span><\/li>\n<\/ol>\n

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

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

    Schedule calendars should represent the periods during which work can realistically occur. If an activity is modeled using five available workdays while actual access permits only four, the calculated dates and float may be misleading. The project team should correct the applicable calendar and recalculate the schedule to determine the effect on milestones and downstream work. If the resulting forecast is unacceptable, the team can then evaluate feasible mitigation. Maintaining an inaccurate calendar simply to preserve a desired completion date weakens schedule credibility.<\/span><\/p>\n

    Question 382.<\/b><\/p>\n

    A contractor submits a monthly cost report showing a significant favorable variance, but major subcontract commitments are missing. What should the project manager do?<\/b><\/p>\n

      \n
    1. <\/b> Report the entire variance as savings.<\/span>
      \n<\/span>2.<\/b> Reconcile commitments and expected remaining costs before drawing conclusions about financial performance.<\/span>
      \n<\/span>3.<\/b> Remove subcontract costs from future forecasts.<\/span>
      \n<\/span>4.<\/b> Reduce the approved budget immediately.<\/span><\/li>\n<\/ol>\n

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

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

      A favorable variance can be misleading when committed obligations have not been captured. The project manager should reconcile purchase orders, subcontracts, pending invoices, remaining work, and other expected costs before determining whether genuine savings exist. Cost management should distinguish timing differences from permanent financial improvement. A project may have low actual expenditures simply because invoices have not yet been received. Combining actual cost, commitments, accruals where appropriate, and forecast-to-complete information provides a more reliable picture of expected final performance.<\/span><\/p>\n

      Question 383.<\/b><\/p>\n

      A project is preparing a critical concrete pour during a period of unusually high temperatures. What should the team do?<\/b><\/p>\n

        \n
      1. <\/b> Use the normal placement plan without considering temperature.<\/span>
        \n<\/span>2.<\/b> Increase concrete volume to compensate for heat.<\/span>
        \n<\/span>3.<\/b> Evaluate applicable hot-weather requirements and adjust placement, delivery, curing, testing, and protection measures accordingly.<\/span>
        \n<\/span>4.<\/b> Eliminate quality inspections to complete the pour faster.<\/span><\/li>\n<\/ol>\n

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

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

        High temperatures can affect concrete workability, setting time, placement, finishing, curing, and ultimately quality. The team should review applicable specifications, approved procedures, supplier recommendations, and environmental conditions before placement. Adjustments may involve delivery timing, temperature controls, curing methods, workforce planning, or other measures. Quality and testing requirements should remain integrated into the plan. Environmental conditions should be considered proactively because correcting deficient concrete after placement can be considerably more disruptive than managing the conditions beforehand.<\/span><\/p>\n

        Question 384.<\/b><\/p>\n

        A project team identifies that a crane’s planned operating radius conflicts with an active public roadway. What should happen before lifting begins?<\/b><\/p>\n

          \n
        1. <\/b> Allow the operator to manage the conflict during the lift.<\/span>
          \n<\/span>2.<\/b> Perform lifts only when traffic appears light.<\/span>
          \n<\/span>3.<\/b> Assume the roadway can be closed without approval.<\/span>
          \n<\/span>4.<\/b> Coordinate the lifting plan with applicable traffic controls, permits, exclusion requirements, and public-safety measures.<\/span><\/li>\n<\/ol>\n

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

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

          Crane operations that interact with public areas require deliberate coordination. The project team should evaluate the operating envelope, load path, traffic conditions, regulatory requirements, exclusion zones, and any required road closures or traffic-management measures. Necessary approvals should be obtained before execution. Informal decisions made during the lift can expose workers and the public to unacceptable risk. Integrating lifting and traffic planning also helps avoid last-minute stoppages when authorities or site personnel identify unresolved access conflicts.<\/span><\/p>\n

          Question 385.<\/b><\/p>\n

          What is the primary value of an integrated master schedule on a complex construction project?<\/b><\/p>\n

            \n
          1. <\/b> It connects major design, procurement, construction, testing, and turnover dependencies within a coordinated time framework.<\/span>
            \n<\/span>2.<\/b> It guarantees every contractor will meet its commitments.<\/span>
            \n<\/span>3.<\/b> It replaces detailed planning by individual teams.<\/span>
            \n<\/span>4.<\/b> It eliminates all schedule uncertainty.<\/span><\/li>\n<\/ol>\n

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

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

            Complex construction projects contain dependencies that extend across organizational and functional boundaries. An integrated master schedule provides visibility into how design information enables procurement, how procurement supports construction, and how construction leads into testing and turnover. It helps identify important interfaces and milestone relationships that may not be visible in isolated schedules. Detailed team planning remains necessary, and uncertainty still requires active management. Integration provides a common scheduling framework that supports coordination, forecasting, and informed decision-making across the project.<\/span><\/p>\n

            Question 386.<\/b><\/p>\n

            A subcontractor’s productivity has declined after its workforce doubled. What should the project manager investigate?<\/b><\/p>\n

              \n
            1. <\/b> Only whether payroll increased<\/span>
              \n<\/span>2.<\/b> Congestion, supervision, crew balance, work fronts, equipment, access, and other factors affecting productive utilization<\/span>
              \n<\/span>3.<\/b> Only whether more workers can be added<\/span>
              \n<\/span>4.<\/b> Whether productivity measurement should be stopped<\/span><\/li>\n<\/ol>\n

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

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

              Increasing workforce size does not guarantee proportional production improvement. Additional workers can create congestion, supervision challenges, competition for equipment, insufficient work fronts, and interference among crews. The team should analyze how effectively the expanded workforce can actually perform the work. If physical or organizational constraints limit productive utilization, further increases may worsen performance. Productivity analysis should therefore connect labor input with installed output and site conditions rather than treating headcount as the primary measure of progress capability.<\/span><\/p>\n

              Question 387.<\/b><\/p>\n

              A project team discovers that a design change alters the required capacity of equipment that has already been purchased. What should it do?<\/b><\/p>\n

                \n
              1. <\/b> Install the purchased equipment regardless of the new requirement.<\/span>
                \n<\/span>2.<\/b> Change the equipment nameplate information.<\/span>
                \n<\/span>3.<\/b> Evaluate technical suitability and the commercial, procurement, schedule, and lifecycle consequences of the change.<\/span>
                \n<\/span>4.<\/b> Cancel the equipment without contacting the supplier.<\/span><\/li>\n<\/ol>\n

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

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

                A design change affecting equipment capacity can have significant technical and commercial consequences after procurement. The team should determine whether the purchased equipment can satisfy the revised requirement, whether modification is feasible, and what warranties, performance, delivery, cost, or lifecycle effects may result. The supplier and appropriate designers should be involved where necessary. Automatically installing unsuitable equipment can compromise performance, while immediate cancellation may overlook viable modifications. The authorized change process should capture the resulting project impacts.<\/span><\/p>\n

                Question 388.<\/b><\/p>\n

                A subcontractor plans to begin work in an area where another crew is performing overhead activities. What should the project team do?<\/b><\/p>\n

                  \n
                1. <\/b> Allow both crews to proceed independently.<\/span>
                  \n<\/span>2.<\/b> Ask workers to watch for falling objects.<\/span>
                  \n<\/span>3.<\/b> Ignore the interface because the activities belong to different contractors.<\/span>
                  \n<\/span>4.<\/b> Coordinate simultaneous operations and establish appropriate sequencing, separation, or protective controls.<\/span><\/li>\n<\/ol>\n

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

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

                  Simultaneous operations can create hazards and productivity conflicts even when different contractors control the individual activities. Overhead work may expose personnel below to falling objects, equipment movement, restricted access, or other risks. The project team should evaluate the interface and determine whether work should be separated by time, space, or suitable protective measures. Coordination should be incorporated into short-term planning and communicated to affected crews. Contractor boundaries do not eliminate the need to manage shared work-area risks.<\/span><\/p>\n

                  Question 389.<\/b><\/p>\n

                  Why should a project team distinguish between committed completion dates and preliminary target dates?<\/b><\/p>\n

                    \n
                  1. <\/b> The distinction prevents tentative planning assumptions from being mistaken for formally agreed commitments.<\/span>
                    \n<\/span>2.<\/b> Preliminary dates should never be communicated.<\/span>
                    \n<\/span>3.<\/b> Target dates automatically become contractual milestones.<\/span>
                    \n<\/span>4.<\/b> Committed dates cannot ever be changed.<\/span><\/li>\n<\/ol>\n

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

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

                    Projects frequently use preliminary dates during planning before all dependencies, approvals, or commitments are finalized. Clearly distinguishing these from approved or committed dates helps stakeholders understand the level of certainty associated with the information. Otherwise, a planning assumption may later be treated as a promise, creating confusion and disputes. Preliminary dates remain useful for coordination and scenario analysis. As information matures, dates can be confirmed or revised through the applicable planning and governance processes.<\/span><\/p>\n

                    Question 390.<\/b><\/p>\n

                    A project manager receives conflicting progress information from the field team and the subcontractor’s report. What should happen?<\/b><\/p>\n

                      \n
                    1. <\/b> Use whichever report shows more progress.<\/span>
                      \n<\/span>2.<\/b> Reconcile the information using agreed measurement rules and objective evidence.<\/span>
                      \n<\/span>3.<\/b> Average both percentages automatically.<\/span>
                      \n<\/span>4.<\/b> Stop reporting the affected work.<\/span><\/li>\n<\/ol>\n

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

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

                      Conflicting progress reports should be reconciled rather than averaged or selectively accepted. The project manager should use agreed measurement criteria and evidence such as installed quantities, completed milestones, inspections, field records, or other appropriate information. Differences may result from inconsistent cut-off dates, definitions, or reporting methods. Resolving these causes improves future reporting as well as the current status. Reliable progress information is essential for schedule forecasting, cost analysis, payment review, and management decision-making.<\/span><\/p>\n

                      Question 391.<\/b><\/p>\n

                      A construction project has experienced repeated equipment breakdowns that are affecting production. What should the team do?<\/b><\/p>\n

                        \n
                      1. <\/b> Continue using the same equipment until complete failure.<\/span>
                        \n<\/span>2.<\/b> Add more schedule contingency without investigation.<\/span>
                        \n<\/span>3.<\/b> Analyze failure patterns, maintenance practices, equipment suitability, backup capacity, and operational conditions.<\/span>
                        \n<\/span>4.<\/b> Remove breakdown information from performance reports.<\/span><\/li>\n<\/ol>\n

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

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

                        Repeated equipment failures indicate a recurring production risk that should be investigated systematically. The team should determine whether failures result from inadequate maintenance, unsuitable equipment selection, operating conditions, excessive utilization, lack of spare parts, or other causes. Preventive maintenance, replacement, standby equipment, or revised work methods may be appropriate depending on the findings. Simply absorbing downtime through schedule contingency does not address the source. Equipment reliability should be integrated into resource and production planning for equipment-intensive activities.<\/span><\/p>\n

                        Question 392.<\/b><\/p>\n

                        A project team is preparing to hand over a building automation system to the owner. What should be verified?<\/b><\/p>\n

                          \n
                        1. <\/b> Only that the control panels are installed<\/span>
                          \n<\/span>2.<\/b> Only that electrical power is available<\/span>
                          \n<\/span>3.<\/b> Only that the subcontractor has submitted an invoice<\/span>
                          \n<\/span>4.<\/b> Testing, functional performance, documentation, training, access credentials, outstanding deficiencies, and acceptance requirements<\/span><\/li>\n<\/ol>\n

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

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

                          A building automation system is not ready for effective handover merely because its physical components are installed. The owner may require verified functionality, sequences of operation, testing records, manuals, training, software information, access credentials, warranties, and resolution of significant deficiencies. The team should confirm these requirements through the established commissioning and turnover process. Complete handover information helps operations personnel understand and maintain the system after construction resources leave the project.<\/span><\/p>\n

                          Question 393.<\/b><\/p>\n

                          What is an important purpose of periodically reviewing project assumptions?<\/b><\/p>\n

                            \n
                          1. <\/b> To determine whether new information has invalidated assumptions that affect plans, estimates, risks, or decisions<\/span>
                            \n<\/span>2.<\/b> To ensure assumptions are never changed<\/span>
                            \n<\/span>3.<\/b> To convert every assumption into a contractual requirement<\/span>
                            \n<\/span>4.<\/b> To eliminate the need for forecasting<\/span><\/li>\n<\/ol>\n

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

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

                            Assumptions are often necessary when planning occurs before complete information is available. As the project progresses, field investigations, design development, supplier information, or stakeholder decisions may confirm or invalidate those assumptions. Periodic review helps ensure that plans and forecasts do not continue relying on information that is no longer reasonable. When an important assumption changes, related schedule, cost, risk, procurement, or execution information may also require revision. Active assumption management therefore improves the reliability of project decisions.<\/span><\/p>\n

                            Question 394.<\/b><\/p>\n

                            A project team is evaluating an early-completion incentive offered to a contractor. What should be considered before developing an acceleration plan?<\/b><\/p>\n

                              \n
                            1. <\/b> Only the incentive amount<\/span>
                              \n<\/span>2.<\/b> Achievable schedule improvement, acceleration cost, resource capacity, safety, quality, logistics, and contractual requirements<\/span>
                              \n<\/span>3.<\/b> Only the number of additional workers available<\/span>
                              \n<\/span>4.<\/b> Whether every activity can be performed simultaneously<\/span><\/li>\n<\/ol>\n

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

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

                              An incentive can encourage earlier completion, but acceleration should still be based on an executable plan. The team should determine which activities control completion and whether additional resources, shifts, resequencing, or other measures can realistically improve those activities. Costs and potential effects on safety, quality, logistics, and productivity should also be considered. Adding resources to noncritical work may provide little schedule benefit. The expected value of acceleration should therefore be compared with the effort and risk required to achieve it.<\/span><\/p>\n

                              Question 395.<\/b><\/p>\n

                              A project team discovers that a waste-disposal subcontractor cannot provide required disposal records. What should it do?<\/b><\/p>\n

                                \n
                              1. <\/b> Continue using the subcontractor without documentation.<\/span>
                                \n<\/span>2.<\/b> Create estimated records internally.<\/span>
                                \n<\/span>3.<\/b> Investigate compliance and require appropriate traceable documentation before accepting the disposal process.<\/span>
                                \n<\/span>4.<\/b> Stop tracking construction waste.<\/span><\/li>\n<\/ol>\n

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

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

                                Waste documentation may be necessary to demonstrate compliance with project requirements, environmental regulations, sustainability commitments, or disposal procedures. If the responsible subcontractor cannot provide required records, the project team should investigate where materials are being taken and whether disposal practices satisfy applicable requirements. Documentation should be authentic and traceable rather than reconstructed without evidence. Corrective action may include improved manifests, approved facilities, revised procedures, or other controls. Waste management should remain accountable from generation through final disposition.<\/span><\/p>\n

                                Question 396.<\/b><\/p>\n

                                A temporary excavation support system shows unexpected movement during monitoring. What should the project manager do?<\/b><\/p>\n

                                  \n
                                1. <\/b> Continue excavation until the movement reaches a visibly severe level.<\/span>
                                  \n<\/span>2.<\/b> Stop monitoring so the readings do not affect production.<\/span>
                                  \n<\/span>3.<\/b> Increase excavation speed to finish sooner.<\/span>
                                  \n<\/span>4.<\/b> Follow the applicable response criteria, involve qualified personnel, and stabilize or modify work as required before proceeding.<\/span><\/li>\n<\/ol>\n

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

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

                                  Monitoring is intended to provide early warning when temporary works do not behave as expected. Unexpected movement should be evaluated against established thresholds and response procedures. Depending on the condition, work may need to be stopped, loads reduced, additional support installed, or engineering review performed before excavation continues. Ignoring unfavorable readings defeats the purpose of monitoring and can allow a developing condition to become more serious. Temporary works require active management throughout their period of service.<\/span><\/p>\n

                                  Question 397.<\/b><\/p>\n

                                  Why should project teams maintain traceability between approved design revisions and field installation records?<\/b><\/p>\n

                                    \n
                                  1. <\/b> It helps demonstrate which authorized design information was used to construct the work.<\/span>
                                    \n<\/span>2.<\/b> It prevents all future design changes.<\/span>
                                    \n<\/span>3.<\/b> It eliminates the need for inspections.<\/span>
                                    \n<\/span>4.<\/b> It allows obsolete drawings to remain in circulation.<\/span><\/li>\n<\/ol>\n

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

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

                                    Traceability between design revisions and installed work helps confirm that construction followed the appropriate authorized information. It can support quality verification, record drawings, commissioning, change management, future maintenance, and resolution of questions about what was actually built. Strong document control should ensure superseded information is removed from active use while preserving required historical records. Traceability becomes especially important on projects with frequent design changes or complex systems where the final configuration may differ substantially from earlier design stages.<\/span><\/p>\n

                                    Question 398.<\/b><\/p>\n

                                    A project team is considering whether to procure additional spare parts for a critical system before handover. What should guide the decision?<\/b><\/p>\n

                                      \n
                                    1. <\/b> Only the purchase price of the spares<\/span>
                                      \n<\/span>2.<\/b> Operational criticality, failure consequences, replacement lead time, maintenance strategy, warranty conditions, and owner requirements<\/span>
                                      \n<\/span>3.<\/b> Only the amount of available storage space<\/span>
                                      \n<\/span>4.<\/b> Whether the contractor wants to reduce inventory<\/span><\/li>\n<\/ol>\n

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

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

                                      Spare-parts decisions should reflect operational risk and lifecycle needs. Components with long replacement lead times or serious consequences of failure may justify holding spares, while readily available low-criticality items may not. The team should also consider manufacturer recommendations, maintenance strategy, warranty requirements, storage conditions, and owner preferences. Procurement cost is important but should be evaluated against the potential operational cost of not having a needed component. Turnover planning should ensure agreed spares are identified, documented, and transferred appropriately.<\/span><\/p>\n

                                      Question 399.<\/b><\/p>\n

                                      A project manager notices that teams are reporting only lagging performance measures. What improvement would provide better early warning?<\/b><\/p>\n

                                        \n
                                      1. <\/b> Remove all existing metrics.<\/span>
                                        \n<\/span>2.<\/b> Report only final project outcomes.<\/span>
                                        \n<\/span>3.<\/b> Add meaningful leading indicators related to upcoming constraints, risks, readiness, quality, safety, procurement, or workflow reliability.<\/span>
                                        \n<\/span>4.<\/b> Increase the number of historical reports without changing their content.<\/span><\/li>\n<\/ol>\n

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

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

                                        Lagging indicators describe results that have already occurred, such as completed milestones, incurred costs, defects, or incidents. They remain useful, but leading indicators can provide earlier signals that future performance may deteriorate. Examples include unresolved constraints, overdue critical submittals, corrective-action aging, near misses, procurement slippage, or readiness failures. The appropriate indicators depend on project objectives. Combining leading and lagging measures helps management understand both current results and emerging conditions requiring preventive action.<\/span><\/p>\n

                                        Question 400.<\/b><\/p>\n

                                        At final commercial closeout, the project team identifies several unresolved subcontractor balances and pending change settlements. What should the project manager do?<\/b><\/p>\n

                                          \n
                                        1. <\/b> Close all balances at zero to complete the project quickly.<\/span>
                                          \n<\/span>2.<\/b> Pay every requested amount without reconciliation.<\/span>
                                          \n<\/span>3.<\/b> Archive the records and leave the matters unresolved.<\/span>
                                          \n<\/span>4.<\/b> Reconcile the outstanding commercial items using contracts, approved changes, payment records, supporting documentation, and applicable resolution procedures.<\/span><\/li>\n<\/ol>\n

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

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

                                          Commercial closeout should establish a clear and supportable final financial position. Outstanding balances, approved or disputed changes, retention, payments, claims, and other obligations should be reconciled using reliable project records and applicable contractual requirements. Unresolved disagreements should follow the agreed resolution process rather than being ignored simply because physical construction is complete. Accurate final reconciliation protects financial records, supports appropriate payment, and reduces the likelihood that unresolved commercial matters remain after the project organization has demobilized.<\/span><\/p>\n

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

                                          View Full PMI PMI-CP Exam Dumps and Practice Test Dumps   Question 381. A project team identifies that the schedule assumes a five-day workweek, but a critical subcontractor is actually permitted to work only four days each week in a restricted area. What should the project manager do? Update the applicable schedule calendar and reassess […]<\/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\/22345"}],"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=22345"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22345\/revisions"}],"predecessor-version":[{"id":22346,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22345\/revisions\/22346"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=22345"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=22345"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=22345"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}