{"id":22357,"date":"2026-09-25T12:29:10","date_gmt":"2026-09-25T12:29:10","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=22357"},"modified":"2026-09-25T12:29:10","modified_gmt":"2026-09-25T12:29:10","slug":"pmi-pmi-pba-practice-test-questions-and-exam-dumps-part6-q101-120","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/pmi-pmi-pba-practice-test-questions-and-exam-dumps-part6-q101-120\/","title":{"rendered":"PMI PMI-PBA Practice Test Questions and Exam Dumps Part6 Q101-120"},"content":{"rendered":"

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

 <\/p>\n

Question 101.<\/b><\/p>\n

A business analyst discovers that an important business objective is stated only as \u201cimprove customer service.\u201d What should the analyst do?<\/b><\/p>\n

    \n
  1. <\/b> Define measurable outcomes and success criteria that clarify what improvement means<\/span>
    \n<\/span>2.<\/b> Accept the objective because detailed measures are unnecessary<\/span>
    \n<\/span>3.<\/b> Ask developers to determine the objective<\/span>
    \n<\/span>4.<\/b> Replace the objective with a technical requirement<\/span><\/li>\n<\/ol>\n

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

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

    An objective such as \u201cimprove customer service\u201d is too broad to provide a reliable basis for requirements or benefits evaluation. The business analyst should work with stakeholders to establish measurable outcomes, such as reducing response time, increasing customer satisfaction, improving first-contact resolution, or decreasing complaint volume. Clear measures help guide requirements prioritization and solution evaluation. They also establish how stakeholders will determine whether the initiative achieved its intended value. Technical requirements should support business objectives rather than replace them.<\/span><\/p>\n

    Question 102.<\/b><\/p>\n

    A business analyst is preparing for an interview with a senior stakeholder who has limited time. What is the best approach?<\/b><\/p>\n

      \n
    1. <\/b> Ask every question used in previous stakeholder interviews<\/span>
      \n<\/span>2.<\/b> Prepare focused questions aligned with the stakeholder’s role, authority, and information needed<\/span>
      \n<\/span>3.<\/b> Use the interview only to explain technical architecture<\/span>
      \n<\/span>4.<\/b> Conduct the interview without reviewing existing information<\/span><\/li>\n<\/ol>\n

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

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

      When stakeholder time is limited, preparation is particularly important. The analyst should understand the stakeholder’s role and identify the information, decisions, assumptions, or perspectives that cannot be obtained efficiently elsewhere. Focused questions allow the interview to concentrate on high-value topics. Reviewing available documentation beforehand prevents the analyst from wasting time asking questions already answered by reliable sources. The interview should remain flexible enough to explore unexpected information, but its objectives should be clear so the stakeholder’s limited availability is used effectively.<\/span><\/p>\n

      Question 103.<\/b><\/p>\n

      A requirement is valuable only if another planned capability is successfully delivered. What should the business analyst do?<\/b><\/p>\n

        \n
      1. <\/b> Treat both requirements as completely independent<\/span>
        \n<\/span>2.<\/b> Remove the valuable requirement<\/span>
        \n<\/span>3.<\/b> Document the dependency and consider it in prioritization, release planning, and impact analysis<\/span>
        \n<\/span>4.<\/b> Hide the dependency from stakeholders<\/span><\/li>\n<\/ol>\n

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

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

        Requirements dependencies can materially affect delivery sequencing and value realization. If one requirement provides value only when another capability exists, that relationship should be visible in traceability and planning information. Stakeholders can then determine whether the requirements should be delivered together, whether the prerequisite should receive higher priority, or whether another approach is appropriate. Ignoring the relationship can produce functionality that technically exists but cannot generate its intended benefit. Dependencies are therefore important inputs to prioritization, release planning, risk assessment, and change analysis.<\/span><\/p>\n

        Question 104.<\/b><\/p>\n

        A stakeholder asks the business analyst to classify a preferred feature as mandatory even though no business, regulatory, or contractual justification has been established. What should the analyst do?<\/b><\/p>\n

          \n
        1. <\/b> Classify it as mandatory because the stakeholder requested it<\/span>
          \n<\/span>2.<\/b> Remove the feature immediately<\/span>
          \n<\/span>3.<\/b> Ask the development team to determine its business priority<\/span>
          \n<\/span>4.<\/b> Clarify the rationale and apply the agreed prioritization criteria consistently<\/span><\/li>\n<\/ol>\n

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

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

          Priority classifications should have agreed meanings and should be applied consistently. If \u201cmandatory\u201d indicates that a requirement is essential because of business necessity, regulation, contract, or another defined criterion, a stakeholder preference alone may not be sufficient. The analyst should explore the underlying need and determine whether evidence supports the classification. Transparent prioritization helps stakeholders understand trade-offs and prevents every desired capability from being labeled mandatory. The final priority should follow the initiative’s agreed governance and decision-making process.<\/span><\/p>\n

          Question 105.<\/b><\/p>\n

          Why should a business analyst distinguish between a business requirement and a solution requirement?<\/b><\/p>\n

            \n
          1. <\/b> Business requirements describe higher-level organizational needs, while solution requirements describe capabilities or qualities needed to satisfy those needs.<\/span>
            \n<\/span>2.<\/b> Business requirements are written only after implementation.<\/span>
            \n<\/span>3.<\/b> Solution requirements never require stakeholder approval.<\/span>
            \n<\/span>4.<\/b> The two types are always identical.<\/span><\/li>\n<\/ol>\n

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

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

            Business requirements express the higher-level objectives, needs, or outcomes that motivate an initiative. Solution requirements describe the capabilities and qualities a solution must provide to help satisfy those needs. Distinguishing them supports traceability and prevents teams from confusing the desired outcome with a particular implementation. Multiple solution approaches may potentially satisfy the same business requirement. Maintaining this distinction also helps analysts challenge unnecessary features, evaluate alternatives, and determine whether the resulting solution continues to address the original organizational objective.<\/span><\/p>\n

            Question 106.<\/b><\/p>\n

            A business analyst needs to understand how different stakeholder groups interact with a proposed solution and what goals they want to accomplish. Which technique would be useful?<\/b><\/p>\n

              \n
            1. <\/b> Financial statement analysis only<\/span>
              \n<\/span>2.<\/b> Use cases or user interaction scenarios<\/span>
              \n<\/span>3.<\/b> Contract closeout<\/span>
              \n<\/span>4.<\/b> Resource leveling<\/span><\/li>\n<\/ol>\n

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

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

              Use cases and related interaction scenarios describe how an actor interacts with a solution to accomplish a goal. They can identify triggers, normal flows, alternative paths, exceptions, and expected outcomes. This helps stakeholders and implementation teams understand functional behavior from the user’s perspective. The technique is especially useful when multiple stakeholder groups interact differently with the same solution. Use cases can be complemented by process, data, interface, and business-rule models when broader analysis is needed.<\/span><\/p>\n

              Question 107.<\/b><\/p>\n

              A business analyst identifies several requirements that cannot be implemented within the approved budget. What should the analyst do?<\/b><\/p>\n

                \n
              1. <\/b> Hide the budget limitation<\/span>
                \n<\/span>2.<\/b> Reduce quality expectations without approval<\/span>
                \n<\/span>3.<\/b> Facilitate prioritization and trade-off decisions using value, cost, risk, dependencies, and other agreed criteria<\/span>
                \n<\/span>4.<\/b> Implement every requirement and address the budget later<\/span><\/li>\n<\/ol>\n

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

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

                When available resources cannot support all requirements, stakeholders need transparent information for making trade-offs. The analyst should help compare requirements based on business value, cost, urgency, risk, dependencies, compliance, and other relevant factors. Requirements might be deferred, simplified, replaced, or removed depending on the decisions made by authorized stakeholders. The analyst should not conceal constraints or unilaterally reduce quality. Effective prioritization helps maximize value within practical limitations while maintaining visibility into what will and will not be delivered.<\/span><\/p>\n

                Question 108.<\/b><\/p>\n

                A business analyst discovers that an approved requirement is based on an outdated organizational policy. What should the analyst do?<\/b><\/p>\n

                  \n
                1. <\/b> Continue using the outdated policy because the requirement was approved<\/span>
                  \n<\/span>2.<\/b> Delete the requirement without consultation<\/span>
                  \n<\/span>3.<\/b> Ignore the issue until testing<\/span>
                  \n<\/span>4.<\/b> Verify the current policy and assess whether the requirement must be changed through the appropriate process<\/span><\/li>\n<\/ol>\n

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

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

                  Requirements should reflect current authoritative information. If an approved requirement is based on a superseded policy, the analyst should determine what the current policy requires and assess the impact on the requirement and related solution elements. Traceability can help identify additional affected requirements, tests, processes, or business rules. If modification is necessary, the established change and approval process should be followed. Continuing to implement outdated requirements simply because they were previously approved can result in a solution that does not meet current organizational needs.<\/span><\/p>\n

                  Question 109.<\/b><\/p>\n

                  What is a key reason for maintaining a requirements repository?<\/b><\/p>\n

                    \n
                  1. <\/b> To provide controlled, accessible storage for requirements and related information throughout their lifecycle<\/span>
                    \n<\/span>2.<\/b> To eliminate stakeholder communication<\/span>
                    \n<\/span>3.<\/b> To prevent authorized requirement changes<\/span>
                    \n<\/span>4.<\/b> To store only rejected requirements<\/span><\/li>\n<\/ol>\n

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

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

                    A requirements repository provides a structured location for maintaining requirements and related information such as attributes, versions, sources, approvals, priorities, relationships, and supporting models. Appropriate access and control help ensure stakeholders are working with current information. The repository may range from simple documentation to specialized requirements-management tools depending on project complexity. Its purpose is not to prevent change but to make requirements easier to communicate, trace, analyze, maintain, and govern throughout the initiative and, when appropriate, after implementation.<\/span><\/p>\n

                    Question 110.<\/b><\/p>\n

                    A business analyst wants to understand why a manual approval process takes five days even though the actual approval activity requires only a few minutes. What should the analyst investigate?<\/b><\/p>\n

                      \n
                    1. <\/b> Only the software used by the approver<\/span>
                      \n<\/span>2.<\/b> Waiting time, queues, handoffs, workload, dependencies, and process rules<\/span>
                      \n<\/span>3.<\/b> Only the approval form’s font<\/span>
                      \n<\/span>4.<\/b> The number of requirements documents<\/span><\/li>\n<\/ol>\n

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

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

                      Long process duration often results from waiting and handoffs rather than the actual work performed. The analyst should examine the end-to-end process to determine where requests queue, why handoffs occur, whether approvals are batched, what information is missing, and which business rules create delays. Process models and performance data can help identify bottlenecks. Focusing only on the few minutes of active approval work would miss the factors responsible for most of the cycle time. Understanding these causes supports more effective process improvement.<\/span><\/p>\n

                      Question 111.<\/b><\/p>\n

                      A requirement states that the system must support \u201call relevant reports.\u201d What should the business analyst do?<\/b><\/p>\n

                        \n
                      1. <\/b> Allow developers to decide which reports are relevant<\/span>
                        \n<\/span>2.<\/b> Approve the statement because it provides flexibility<\/span>
                        \n<\/span>3.<\/b> Identify the required reports, users, information, frequency, purpose, and acceptance expectations<\/span>
                        \n<\/span>4.<\/b> Remove reporting from the initiative<\/span><\/li>\n<\/ol>\n

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

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

                        \u201cAll relevant reports\u201d is too vague to guide implementation or acceptance. The analyst should determine which stakeholder decisions and operational needs require reporting, then define the necessary information and characteristics. Relevant details may include users, data, frequency, filters, timing, access, format, and performance expectations. Not every detail needs to be specified prematurely, but the requirement should be sufficiently clear to establish scope and testability. Clarification also helps distinguish genuinely necessary reports from historical outputs that no longer provide value.<\/span><\/p>\n

                        Question 112.<\/b><\/p>\n

                        An organization is deciding between building a custom solution and purchasing a commercial product. What should the business analyst support?<\/b><\/p>\n

                          \n
                        1. <\/b> Selecting the custom solution automatically<\/span>
                          \n<\/span>2.<\/b> Selecting the commercial product automatically<\/span>
                          \n<\/span>3.<\/b> Choosing whichever option has the shortest product name<\/span>
                          \n<\/span>4.<\/b> Comparing alternatives against business needs, total costs, benefits, risks, constraints, and organizational capabilities<\/span><\/li>\n<\/ol>\n

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

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

                          Build-versus-buy decisions involve multiple considerations. A commercial solution may provide faster implementation but introduce licensing, configuration, integration, or vendor dependency considerations. A custom solution may provide greater flexibility while requiring more development and maintenance capability. The analyst should help establish objective criteria based on business needs, lifecycle costs, expected benefits, risks, time, strategic alignment, and organizational capacity. The goal is to provide decision-makers with transparent trade-offs rather than assuming one sourcing approach is inherently superior.<\/span><\/p>\n

                          Question 113.<\/b><\/p>\n

                          Why should business analysts identify transition requirements?<\/b><\/p>\n

                            \n
                          1. <\/b> They describe temporary capabilities or activities needed to move successfully from the current state to the future state.<\/span>
                            \n<\/span>2.<\/b> They permanently replace all solution requirements.<\/span>
                            \n<\/span>3.<\/b> They are needed only after the solution has been retired.<\/span>
                            \n<\/span>4.<\/b> They eliminate the need for organizational change.<\/span><\/li>\n<\/ol>\n

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

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

                            Transition requirements support movement from the existing environment to the desired future state. Examples can include data migration, temporary interfaces, training, conversion activities, parallel operations, organizational readiness, and deployment support. Unlike many ongoing solution requirements, some transition requirements may no longer be necessary after the change has been completed successfully. Identifying them prevents teams from focusing exclusively on the final solution while overlooking the work required to introduce it effectively. Poor transition planning can prevent an otherwise capable solution from achieving its expected value.<\/span><\/p>\n

                            Question 114.<\/b><\/p>\n

                            A business analyst receives stakeholder feedback that contradicts usage data collected from the current system. What should the analyst do?<\/b><\/p>\n

                              \n
                            1. <\/b> Discard the stakeholder feedback automatically<\/span>
                              \n<\/span>2.<\/b> Investigate the discrepancy and use multiple evidence sources to understand the actual situation<\/span>
                              \n<\/span>3.<\/b> Ignore the system data automatically<\/span>
                              \n<\/span>4.<\/b> Average the two sources without analysis<\/span><\/li>\n<\/ol>\n

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

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

                              Different evidence sources can reveal different aspects of a business situation. Usage data may show what users do, while interviews may explain why they do it or identify circumstances not captured in the data. A contradiction should therefore trigger further analysis rather than automatic rejection of one source. The analyst should examine data definitions, sampling, stakeholder perspectives, exceptions, and contextual factors. Triangulating multiple sources can provide a more reliable understanding of the current state and reduce the risk of basing requirements on incomplete evidence.<\/span><\/p>\n

                              Question 115.<\/b><\/p>\n

                              A business analyst is asked to assess the impact of removing a requirement from scope. What information is most useful?<\/b><\/p>\n

                                \n
                              1. <\/b> Only the requirement’s identification number<\/span>
                                \n<\/span>2.<\/b> Only the person who originally documented it<\/span>
                                \n<\/span>3.<\/b> Traceability relationships, dependencies, business objectives, solution components, tests, risks, and stakeholder impacts<\/span>
                                \n<\/span>4.<\/b> Only the number of words in the requirement<\/span><\/li>\n<\/ol>\n

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

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

                                Removing a requirement can have consequences beyond the requirement itself. Traceability can show which business objectives, dependent requirements, solution elements, tests, processes, or stakeholders are connected to it. The analyst should also consider whether removal introduces risks or prevents expected benefits from being realized. This information helps decision-makers understand the true consequences of reducing scope. Without impact analysis, apparently minor scope reductions can unintentionally make other capabilities incomplete or undermine the business outcomes the initiative was intended to achieve.<\/span><\/p>\n

                                Question 116.<\/b><\/p>\n

                                During a workshop, stakeholders cannot agree on which future-state process should be adopted. What should the business analyst do?<\/b><\/p>\n

                                  \n
                                1. <\/b> Choose a process personally<\/span>
                                  \n<\/span>2.<\/b> End analysis and let implementation teams decide<\/span>
                                  \n<\/span>3.<\/b> Combine every proposal without evaluating compatibility<\/span>
                                  \n<\/span>4.<\/b> Facilitate comparison using agreed objectives, constraints, benefits, risks, and decision criteria<\/span><\/li>\n<\/ol>\n

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

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

                                  When stakeholders prefer different future-state options, the analyst should help transform opinions into a structured decision. Relevant criteria may include business value, customer impact, operational efficiency, compliance, cost, feasibility, risk, and strategic alignment. Modeling alternative processes can make trade-offs easier to understand. The analyst facilitates the analysis and documents the decision but should not substitute personal preference for stakeholder governance. A transparent decision process also makes it easier to explain why the selected future state was chosen.<\/span><\/p>\n

                                  Question 117.<\/b><\/p>\n

                                  What is the purpose of confirming elicitation results with stakeholders?<\/b><\/p>\n

                                    \n
                                  1. <\/b> To verify that the captured information accurately represents what stakeholders communicated and intended<\/span>
                                    \n<\/span>2.<\/b> To guarantee that every elicited item becomes an approved requirement<\/span>
                                    \n<\/span>3.<\/b> To prevent additional questions from being raised<\/span>
                                    \n<\/span>4.<\/b> To replace requirements analysis<\/span><\/li>\n<\/ol>\n

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

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

                                    Elicitation produces information that may be incomplete, misunderstood, or interpreted differently by the analyst. Confirmation provides stakeholders with an opportunity to verify that their needs, concerns, assumptions, decisions, and other information were captured accurately. This can involve reviewing notes, models, prototypes, requirements, or workshop outputs. Confirmation does not necessarily constitute formal approval, nor does every elicited statement automatically become a requirement. It improves the reliability of the information that will subsequently be analyzed and used for decision-making.<\/span><\/p>\n

                                    Question 118.<\/b><\/p>\n

                                    A business analyst is developing requirements for a solution that will be used by people with different accessibility needs. What should the analyst do?<\/b><\/p>\n

                                      \n
                                    1. <\/b> Address accessibility only after deployment<\/span>
                                      \n<\/span>2.<\/b> Identify applicable accessibility needs and constraints as part of requirements analysis and validation<\/span>
                                      \n<\/span>3.<\/b> Assume one interface works equally well for every user<\/span>
                                      \n<\/span>4.<\/b> Leave accessibility entirely to developers<\/span><\/li>\n<\/ol>\n

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

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

                                      Accessibility can be an important quality, regulatory, and stakeholder requirement and should be considered early rather than added as an afterthought. The analyst should identify relevant user needs, organizational standards, legal obligations, and acceptance expectations. Representative stakeholders or accessibility specialists may need to participate in elicitation and validation. Addressing accessibility during requirements and design reduces the risk of expensive remediation later and helps ensure that the solution can be used effectively by its intended population.<\/span><\/p>\n

                                      Question 119.<\/b><\/p>\n

                                      A solution has delivered the expected capability, but a major external market change has reduced the value of the original business objective. What should the business analyst do?<\/b><\/p>\n

                                        \n
                                      1. <\/b> Continue reporting the original expected value without modification<\/span>
                                        \n<\/span>2.<\/b> Treat external conditions as irrelevant<\/span>
                                        \n<\/span>3.<\/b> Reassess expected benefits and solution value in light of the changed business environment<\/span>
                                        \n<\/span>4.<\/b> Change historical performance data<\/span><\/li>\n<\/ol>\n

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

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

                                        Solution value depends partly on the business environment in which the solution operates. A significant market, regulatory, competitive, or organizational change can alter the benefits that were originally expected even when the solution performs as designed. The analyst should distinguish solution performance from changed external assumptions and reassess expected value using current information. Stakeholders can then determine whether additional changes, revised objectives, or other actions are appropriate. Benefits evaluation should reflect actual business conditions rather than relying indefinitely on assumptions established at project initiation.<\/span><\/p>\n

                                        Question 120.<\/b><\/p>\n

                                        At the end of an initiative, several requirements were intentionally deferred to a future release. What should the business analyst do?<\/b><\/p>\n

                                          \n
                                        1. <\/b> Delete the deferred requirements because the current initiative is complete.<\/span>
                                          \n<\/span>2.<\/b> Mark them as implemented to simplify reporting.<\/span>
                                          \n<\/span>3.<\/b> Leave them in personal notes without ownership.<\/span>
                                          \n<\/span>4.<\/b> Preserve their status, rationale, priority, traceability, and ownership so they can be appropriately reconsidered later.<\/span><\/li>\n<\/ol>\n

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

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

                                          Deferred requirements may still represent valid future needs. Their status should therefore remain clear so stakeholders do not confuse them with implemented, rejected, or obsolete requirements. Preserving rationale, priority, dependencies, traceability, and ownership provides context when future planning occurs. Requirements should also be reassessed before later implementation because business conditions may change. Effective lifecycle management ensures that deferred scope remains controlled and understandable rather than disappearing when the current project or release concludes.<\/span><\/p>\n

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

                                          View Full PMI PMI-PBA Exam Dumps and Practice Test Dumps   Question 101. A business analyst discovers that an important business objective is stated only as \u201cimprove customer service.\u201d What should the analyst do? Define measurable outcomes and success criteria that clarify what improvement means 2. Accept the objective because detailed measures are unnecessary 3. […]<\/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\/22357"}],"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=22357"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22357\/revisions"}],"predecessor-version":[{"id":22358,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22357\/revisions\/22358"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=22357"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=22357"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=22357"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}