{"id":22385,"date":"2026-09-25T12:33:49","date_gmt":"2026-09-25T12:33:49","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=22385"},"modified":"2026-09-25T12:33:49","modified_gmt":"2026-09-25T12:33:49","slug":"pmi-pmi-pba-practice-test-questions-and-exam-dumps-part20-q381-400","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/pmi-pmi-pba-practice-test-questions-and-exam-dumps-part20-q381-400\/","title":{"rendered":"PMI PMI-PBA Practice Test Questions and Exam Dumps Part20 Q381-400"},"content":{"rendered":"

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

 <\/p>\n

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

A business analyst discovers that a proposed solution depends on customers changing a long-established behavior. What should the analyst do?<\/b><\/p>\n

    \n
  1. <\/b> Assume customers will change once the solution is launched<\/span>
    \n<\/span>2.<\/b> Analyze the behavioral assumption, obtain supporting evidence, and consider adoption risks and enabling actions<\/span>
    \n<\/span>3.<\/b> Remove customer behavior from the business case<\/span>
    \n<\/span>4.<\/b> Guarantee the expected adoption rate<\/span><\/li>\n<\/ol>\n

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

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

    Expected benefits may fail to materialize when they depend on behavioral changes that have not been validated. The analyst should make the assumption explicit and seek evidence through research, prototypes, pilots, experiments, interviews, or relevant historical data. Barriers to adoption should also be identified. The solution may require communication, incentives, process changes, training, or usability improvements to encourage the desired behavior. By evaluating the assumption before relying heavily on it, stakeholders gain a more realistic understanding of expected value and benefit-realization risk.<\/span><\/p>\n

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

    A business analyst wants to identify the root cause of repeated operational failures by progressively asking why each condition occurs. Which technique is most appropriate?<\/b><\/p>\n

      \n
    1. <\/b> Five Whys<\/span>
      \n<\/span>2.<\/b> RACI matrix<\/span>
      \n<\/span>3.<\/b> Context diagram<\/span>
      \n<\/span>4.<\/b> Kano analysis<\/span><\/li>\n<\/ol>\n

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

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

      The Five Whys technique explores cause-and-effect relationships by repeatedly asking why a problem or contributing condition exists. The number five is not mandatory; the analyst continues until a sufficiently actionable underlying cause is identified. The technique is simple and useful for many operational problems, although complex issues may have multiple interacting causes and require additional evidence or techniques. Analysts should avoid forcing a single causal chain when the data suggests several causes. The objective is to move beyond symptoms and identify factors that can meaningfully be addressed.<\/span><\/p>\n

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

      A business analyst finds that a requirement is based on data from a report whose calculation method recently changed. What should the analyst do?<\/b><\/p>\n

        \n
      1. <\/b> Continue using the old figures without investigation<\/span>
        \n<\/span>2.<\/b> Remove all quantitative requirements<\/span>
        \n<\/span>3.<\/b> Determine how the calculation change affects the evidence, assumptions, baseline, and requirement<\/span>
        \n<\/span>4.<\/b> Select whichever calculation produces the preferred result<\/span><\/li>\n<\/ol>\n

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

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

        Changes in measurement methodology can make historical and current figures difficult to compare. The analyst should understand what changed in the calculation, whether previous values can be restated, and how the change affects baselines, targets, assumptions, and requirements. Stakeholders should know when apparent performance differences result from measurement changes rather than actual business improvement or deterioration. Reliable requirements and business cases depend on trustworthy evidence. Measurement definitions should therefore be documented and maintained consistently whenever quantitative information supports important decisions.<\/span><\/p>\n

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

        A new system must recover critical business operations within two hours after a major disruption. What should the business analyst clarify?<\/b><\/p>\n

          \n
        1. <\/b> Only the backup software brand<\/span>
          \n<\/span>2.<\/b> Only the number of servers<\/span>
          \n<\/span>3.<\/b> Only the disaster-recovery team’s location<\/span>
          \n<\/span>4.<\/b> Business continuity priorities, recovery objectives, critical capabilities, data-loss tolerance, dependencies, and acceptance measures<\/span><\/li>\n<\/ol>\n

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

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

          A two-hour recovery requirement should be connected to the organization’s actual continuity needs. The analyst should identify which capabilities are critical, what recovery time is required, how much data loss is tolerable, and which dependencies must also be restored. Different business services may require different recovery objectives. Technical specialists can design the recovery architecture, but business stakeholders should define the required outcomes based on operational impact and risk tolerance. Clear continuity requirements also provide a basis for recovery testing and acceptance.<\/span><\/p>\n

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

          Why should a business analyst record decisions made during requirements analysis?<\/b><\/p>\n

            \n
          1. <\/b> A decision record preserves what was decided, relevant rationale, authority, and context for future understanding and change analysis.<\/span>
            \n<\/span>2.<\/b> Decision records prevent all future changes.<\/span>
            \n<\/span>3.<\/b> Only rejected decisions should be documented.<\/span>
            \n<\/span>4.<\/b> Decision records replace requirements.<\/span><\/li>\n<\/ol>\n

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

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

            Requirements often reflect decisions about scope, priorities, business rules, alternatives, assumptions, and trade-offs. Without a decision record, future stakeholders may understand what was selected but not why. Recording important decisions, rationale, authority, date, and relevant alternatives can improve transparency and reduce repeated debate. Decision information is also useful when conditions change because analysts can determine whether the original rationale remains valid. Decision records complement requirements, traceability, and change management rather than replacing them.<\/span><\/p>\n

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

            A business analyst needs to collect ideas from a group while preventing senior participants from influencing others during initial idea generation. Which technique could help?<\/b><\/p>\n

              \n
            1. <\/b> Open debate led by the most senior stakeholder<\/span>
              \n<\/span>2.<\/b> Nominal group technique with independent idea generation followed by structured sharing and prioritization<\/span>
              \n<\/span>3.<\/b> Unstructured interviewing<\/span>
              \n<\/span>4.<\/b> Observation<\/span><\/li>\n<\/ol>\n

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

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

              The nominal group technique can reduce dominance effects by allowing participants to generate ideas independently before structured sharing and evaluation. This gives quieter participants an opportunity to contribute without immediately adapting their ideas to the views of senior or vocal stakeholders. The group can then clarify and prioritize the collected ideas using an agreed method. The technique is useful when balanced participation matters and a group must produce or rank alternatives. Effective facilitation remains important to ensure that the resulting priorities reflect informed judgment.<\/span><\/p>\n

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

              A business analyst discovers that a solution requires information that is maintained differently by several business units. What should the analyst do?<\/b><\/p>\n

                \n
              1. <\/b> Select one unit’s data without analysis<\/span>
                \n<\/span>2.<\/b> Require all units to change immediately<\/span>
                \n<\/span>3.<\/b> Analyze definitions, ownership, quality, sources, transformation needs, and legitimate business differences<\/span>
                \n<\/span>4.<\/b> Duplicate all conflicting information permanently<\/span><\/li>\n<\/ol>\n

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

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

                Differences in data across business units may result from inconsistent definitions, local business requirements, quality problems, or legitimate regional or operational variations. The analyst should understand these causes before recommending standardization. Relevant data owners and business stakeholders can determine which information should be authoritative and which variations must remain. Integration or transformation rules may also be required. Treating one source as correct without analysis can introduce errors, while preserving unnecessary inconsistencies can create reporting and operational problems.<\/span><\/p>\n

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

                A business analyst is evaluating a proposed automated decision that could materially affect customers. What should the analyst ensure is addressed?<\/b><\/p>\n

                  \n
                1. <\/b> Only processing speed<\/span>
                  \n<\/span>2.<\/b> Only implementation cost<\/span>
                  \n<\/span>3.<\/b> Only the algorithm’s name<\/span>
                  \n<\/span>4.<\/b> Decision rules, required data, exceptions, controls, transparency needs, review paths, and relevant legal or policy obligations<\/span><\/li>\n<\/ol>\n

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

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

                  High-impact automated decisions require careful analysis beyond functional automation. The analyst should understand the decision rules, input data, quality requirements, exceptions, and business controls. Depending on the context, customers or employees may require explanations, correction mechanisms, or human review. Legal, regulatory, privacy, fairness, and organizational policy requirements may also apply. The analyst should work with appropriate specialists and business authorities rather than assuming technical automation automatically makes a decision acceptable. Clear requirements support accountable and consistent business outcomes.<\/span><\/p>\n

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

                  What is an important purpose of analyzing requirement volatility?<\/b><\/p>\n

                    \n
                  1. <\/b> It can reveal areas of uncertainty or frequent change that may affect planning, risk, analysis effort, and solution decisions.<\/span>
                    \n<\/span>2.<\/b> It proves frequently changing requirements have no value.<\/span>
                    \n<\/span>3.<\/b> It prevents all future requirement changes.<\/span>
                    \n<\/span>4.<\/b> It automatically determines project cost.<\/span><\/li>\n<\/ol>\n

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

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

                    Requirement volatility describes the extent to which requirements change over time. High volatility may indicate evolving stakeholder understanding, changing market conditions, unresolved decisions, unstable regulations, or poorly understood needs. Tracking meaningful change trends can help the analyst and project stakeholders identify areas requiring additional analysis, flexible solution approaches, or risk attention. Volatility is not inherently negative, particularly in iterative environments where learning is expected. The key is understanding why change occurs and ensuring that the initiative can respond appropriately.<\/span><\/p>\n

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

                    A business analyst needs to understand which business entities are created, read, updated, or deleted by different process activities. Which technique can help?<\/b><\/p>\n

                      \n
                    1. <\/b> PESTLE analysis<\/span>
                      \n<\/span>2.<\/b> CRUD matrix<\/span>
                      \n<\/span>3.<\/b> Kano analysis<\/span>
                      \n<\/span>4.<\/b> Force-field analysis<\/span><\/li>\n<\/ol>\n

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

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

                      A CRUD matrix maps business entities or data objects against activities, processes, roles, or system functions and indicates where information is Created, Read, Updated, or Deleted. It can reveal missing responsibilities, duplicated maintenance, unexpected data dependencies, and inconsistencies between process and data requirements. The technique is useful when analysts need to understand how business activities interact with information. A CRUD matrix does not replace detailed data models or process models, but it provides a valuable cross-check between these perspectives.<\/span><\/p>\n

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

                      A business analyst finds that stakeholders have different opinions about a proposed change because they are using different assumptions about future transaction growth. What should the analyst do?<\/b><\/p>\n

                        \n
                      1. <\/b> Select the highest forecast automatically<\/span>
                        \n<\/span>2.<\/b> Select the lowest forecast automatically<\/span>
                        \n<\/span>3.<\/b> Make the assumptions explicit and compare solution implications under reasonable growth scenarios<\/span>
                        \n<\/span>4.<\/b> Remove growth from the analysis<\/span><\/li>\n<\/ol>\n

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

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

                        Disagreement may arise not from different objectives but from different underlying assumptions. The analyst should identify those assumptions explicitly and evaluate how alternative growth scenarios affect capacity, cost, benefits, performance, and solution feasibility. Scenario or sensitivity analysis can show whether the preferred approach remains appropriate under a range of plausible conditions. This allows stakeholders to discuss the actual source of disagreement rather than debating conclusions based on hidden assumptions. Important assumptions should also be monitored as better information becomes available.<\/span><\/p>\n

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

                        A business analyst is reviewing a proposed solution that depends on a single specialized employee for a critical operational activity. What should the analyst investigate?<\/b><\/p>\n

                          \n
                        1. <\/b> Only the employee’s salary<\/span>
                          \n<\/span>2.<\/b> Whether the employee likes the proposed solution<\/span>
                          \n<\/span>3.<\/b> Only the employee’s job title<\/span>
                          \n<\/span>4.<\/b> Key-person dependency, knowledge transfer, backup capability, process resilience, and operational risk<\/span><\/li>\n<\/ol>\n

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

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

                          Critical dependence on one individual can create significant operational risk. The analyst should determine what knowledge or authority is concentrated in that role, what happens when the employee is unavailable, and whether responsibilities can be documented, transferred, cross-trained, or supported through other controls. The solution may require changes to roles, procedures, access, training, or automation. Organizational feasibility includes the ability to sustain operations after implementation, not simply whether the initial solution can be delivered while a particular individual remains available.<\/span><\/p>\n

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

                          Why should requirements be traceable to relevant business rules?<\/b><\/p>\n

                            \n
                          1. <\/b> Traceability helps explain required behavior and supports impact analysis when the underlying business rule changes.<\/span>
                            \n<\/span>2.<\/b> Business rules can never change.<\/span>
                            \n<\/span>3.<\/b> Traceability eliminates the need to document requirements.<\/span>
                            \n<\/span>4.<\/b> Every requirement must originate from exactly one business rule.<\/span><\/li>\n<\/ol>\n

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

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

                            Requirements often implement or support business rules concerning eligibility, calculations, approvals, limits, or other organizational behavior. Linking requirements to relevant rules helps stakeholders understand why the behavior exists and identify affected solution components when a rule changes. One rule may affect multiple requirements, and a requirement may be influenced by several sources, so traceability need not be one-to-one. Maintaining meaningful relationships supports change analysis, consistency, auditability, and long-term maintenance, particularly in environments where policies or regulations change frequently.<\/span><\/p>\n

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

                            A business analyst is preparing a workshop involving participants who rarely speak during group discussions. What should the analyst do?<\/b><\/p>\n

                              \n
                            1. <\/b> Assume silence means agreement<\/span>
                              \n<\/span>2.<\/b> Use facilitation approaches such as silent idea generation, direct invitations, structured rounds, or smaller groups to encourage participation<\/span>
                              \n<\/span>3.<\/b> Allow only vocal stakeholders to contribute<\/span>
                              \n<\/span>4.<\/b> Remove quiet participants from the workshop<\/span><\/li>\n<\/ol>\n

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

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

                              Silence does not necessarily indicate agreement or lack of useful knowledge. Some participants may hesitate because of hierarchy, personality, language, meeting dynamics, or uncertainty. The analyst should use facilitation techniques that provide multiple ways to contribute. Silent brainstorming, structured rounds, smaller groups, anonymous input, or direct but respectful questions can help surface additional perspectives. Balanced participation improves requirements quality because important operational knowledge may reside with people who are less comfortable competing for speaking time in a large group.<\/span><\/p>\n

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

                              A business analyst discovers that a proposed requirement would create a large amount of additional data but there is no defined business need for retaining it. What should the analyst do?<\/b><\/p>\n

                                \n
                              1. <\/b> Retain all data indefinitely because storage is inexpensive<\/span>
                                \n<\/span>2.<\/b> Collect the data first and decide later<\/span>
                                \n<\/span>3.<\/b> Clarify the purpose, necessity, retention, access, privacy, security, and lifecycle requirements before collecting it<\/span>
                                \n<\/span>4.<\/b> Make all collected data publicly accessible<\/span><\/li>\n<\/ol>\n

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

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

                                Collecting data without a defined purpose can create unnecessary cost, privacy exposure, security risk, and governance obligations. The analyst should determine why the information is needed, who requires access, how long it should be retained, and what legal, regulatory, contractual, or organizational rules apply. Data should support legitimate business needs rather than being collected merely because the technology permits it. Clear lifecycle requirements also address archival, deletion, and appropriate use, helping the organization manage information responsibly throughout its existence.<\/span><\/p>\n

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

                                A business analyst finds that a planned release delivers several technical components but no capability that users can meaningfully use until a later release. What should the analyst do?<\/b><\/p>\n

                                  \n
                                1. <\/b> Measure success only by the number of components delivered<\/span>
                                  \n<\/span>2.<\/b> Ignore business value until the final project release<\/span>
                                  \n<\/span>3.<\/b> Split every technical component into smaller technical components<\/span>
                                  \n<\/span>4.<\/b> Explore whether requirements can be sliced or sequenced to deliver usable incremental business value earlier<\/span><\/li>\n<\/ol>\n

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

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

                                  Incremental delivery is most valuable when increments provide meaningful capabilities or useful learning rather than merely completing disconnected technical components. The analyst can work with stakeholders and delivery teams to examine whether requirements can be sliced vertically across necessary process, data, interface, and rule elements. Dependencies may prevent some capabilities from being delivered earlier, but those constraints should be understood explicitly. Earlier usable increments can accelerate feedback, validate assumptions, reduce risk, and begin realizing business value before the entire initiative is complete.<\/span><\/p>\n

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

                                  What is an important purpose of conducting a retrospective or lessons-learned activity during iterative delivery?<\/b><\/p>\n

                                    \n
                                  1. <\/b> To identify improvements to collaboration, analysis, delivery practices, and future iterations based on recent experience<\/span>
                                    \n<\/span>2.<\/b> To assign blame for every problem<\/span>
                                    \n<\/span>3.<\/b> To prevent requirements from changing<\/span>
                                    \n<\/span>4.<\/b> To replace solution evaluation<\/span><\/li>\n<\/ol>\n

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

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

                                    Retrospectives create a structured opportunity to examine what worked, what did not, and what the team can improve in subsequent iterations. Business analysis practices may benefit through better elicitation timing, stakeholder engagement, requirement refinement, communication, or validation. The purpose is continuous improvement rather than blame. Actions should be specific enough to influence future work and can be reviewed in later retrospectives. Retrospectives focus primarily on how work is performed, while solution evaluation addresses whether the resulting solution produces expected business value.<\/span><\/p>\n

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

                                    A business analyst needs to understand factors supporting and resisting a proposed organizational change. Which technique could be useful?<\/b><\/p>\n

                                      \n
                                    1. <\/b> Entity relationship diagram<\/span>
                                      \n<\/span>2.<\/b> Force-field analysis<\/span>
                                      \n<\/span>3.<\/b> CRUD matrix<\/span>
                                      \n<\/span>4.<\/b> Decision table<\/span><\/li>\n<\/ol>\n

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

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

                                      Force-field analysis examines forces that support a desired change and forces that resist it. Supporting forces might include executive sponsorship, customer demand, or expected cost savings, while restraining forces could include skill gaps, cultural resistance, workload, or competing priorities. Understanding both sides can help stakeholders develop more realistic transition and adoption strategies. The technique does not determine whether the change should automatically proceed, but it provides a structured way to consider organizational conditions that may enable or hinder successful implementation.<\/span><\/p>\n

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

                                      A business analyst discovers that a solution’s reported adoption rate includes users who logged in once but never completed a meaningful business task. What should the analyst do?<\/b><\/p>\n

                                        \n
                                      1. <\/b> Continue using login count because it produces a higher adoption rate<\/span>
                                        \n<\/span>2.<\/b> Stop measuring adoption<\/span>
                                        \n<\/span>3.<\/b> Define adoption using meaningful business behavior and establish an appropriate measurement method<\/span>
                                        \n<\/span>4.<\/b> Count every employee as an active user<\/span><\/li>\n<\/ol>\n

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

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

                                        A metric should represent the business concept it claims to measure. A single login may demonstrate awareness or access but may not indicate meaningful adoption. The analyst should clarify what successful adoption means in the context of expected benefits, such as completing important transactions, using key capabilities repeatedly, or replacing an old process. The measurement population, frequency, and thresholds should also be defined. Meaningful adoption measures provide better evidence about whether users are changing behavior sufficiently to support expected business outcomes.<\/span><\/p>\n

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

                                        A business analyst completes a solution evaluation and identifies several opportunities to increase realized value. What should happen next?<\/b><\/p>\n

                                          \n
                                        1. <\/b> Ignore the opportunities because implementation is complete<\/span>
                                          \n<\/span>2.<\/b> Implement every improvement without authorization<\/span>
                                          \n<\/span>3.<\/b> Reopen the original project automatically<\/span>
                                          \n<\/span>4.<\/b> Communicate the findings and recommendations so authorized stakeholders can evaluate potential corrective actions or future changes<\/span><\/li>\n<\/ol>\n

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

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

                                          Solution evaluation can identify opportunities to improve benefits, reduce costs, address limitations, increase adoption, or respond to changing business conditions. The analyst should communicate evidence, impacts, assumptions, and potential recommendations to the stakeholders responsible for investment or operational decisions. Some improvements may justify immediate corrective action, while others may become future initiatives or be rejected because their cost exceeds expected value. Evaluation supports informed decisions; it does not automatically authorize implementation of every identified opportunity.<\/span><\/p>\n

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

                                          View Full PMI PMI-PBA Exam Dumps and Practice Test Dumps   Question 381. A business analyst discovers that a proposed solution depends on customers changing a long-established behavior. What should the analyst do? Assume customers will change once the solution is launched 2. Analyze the behavioral assumption, obtain supporting evidence, and consider adoption risks and […]<\/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\/22385"}],"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=22385"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22385\/revisions"}],"predecessor-version":[{"id":22386,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/22385\/revisions\/22386"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=22385"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=22385"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=22385"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}