Leading safe certification exam questions and answers pdf
Leading safe certification exam questions and answers
Leading safe certification exam questions
Leading safe certification exam answers pdf
Leading safe certification exam answers
leading safe exam questions
safe agile exam cheat sheet
safe agilist exam<\/p>\n\n\n\n
What are the core values of SAFe?<\/p>\n\n\n\n
Train
a team of agile teams<\/p>\n\n\n\n
Value Stream
a team of trains<\/p>\n\n\n\n
Value steams deliver value via
Capabilities<\/p>\n\n\n\n
A train delivers value via
features and benefits<\/p>\n\n\n\n
An agile portfolio delivers value via
Epics<\/p>\n\n\n\n
Eight big mistakes when trying to make a change:<\/p>\n\n\n\n
ART
Agile Release Train<\/p>\n\n\n\n
VSE
Value Stream Engineer<\/p>\n\n\n\n
How many people are on a scrum team?
7 +\/- 2<\/p>\n\n\n\n
Which line of the agile structure is optional?
Value Stream<\/p>\n\n\n\n
Who is concerned with what institute the work comes from?
The epic owner<\/p>\n\n\n\n
What are the parts of the SAFe house of lean?
Base: Leadership
Pillars: Respect for people and culture, Flow, Innovation, and Relentless improvement
Top: Value<\/p>\n\n\n\n
What is the purpose of the SAFe house of lean?
Achieve the sustainably shortest lead time with:
-Best quality and value to people and society
-High morale, safety and customer delight<\/p>\n\n\n\n
What does a Respect for People and Culture entail?
Your culture must support change and you must anchor new behavior and then your culture will change. You must change the organization in order to change the culture.<\/p>\n\n\n\n
What does a Flow entail?
This prevents bottle necks and there is no stopping and starting. There is no room for the unknown is this is at max capacity.<\/p>\n\n\n\n
What does Innovation entail?
Producers innovate and customers validate; pivot without mercy or guilt; like undercover bosses<\/p>\n\n\n\n
What does Relentless Improvement entail?
Reflect at key milestones and identify and address shortcomings.<\/p>\n\n\n\n
What does Leadership mean as the base of the SAFe House of Lean?
leadership must be on board in order for the system to change; the system is how we are getting our work done so we might need a structural change to the organization<\/p>\n\n\n\n
What is the Agile Manifesto?
We have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan.
That is, while there is value in the items on the right, we value the items on the left more.<\/p>\n\n\n\n
What are the 12 parts of the Agile Manifesto?<\/p>\n\n\n\n
SAFe Lean-Agile principles<\/p>\n\n\n\n
Reasons for adopting Agile – Top 3
Accelerate Product Delivery
Enhance ability to manage changing priorities
Increase Productivity<\/p>\n\n\n\n
What does SAFe do?
Synchronizes alignment, collaboration and delivery for large numbers of teams
Deal in smaller chuncks<\/p>\n\n\n\n
Contracts
Do not build design deliverables into a contract<\/p>\n\n\n\n
Agile team
Cross functional and self-organizing. Can define, build and test valuable things
Applied Agile SW Engineering practices with XP, Scrum and Kanban
Delivers value every 2 weeks<\/p>\n\n\n\n
Enterprise, Lean and Large
In the large Enterprise, there may be multiple SAFe portfolios.<\/p>\n\n\n\n
House of Lean
Respect for people and culture
Flow
Innovation
Relentless Improvement<\/p>\n\n\n\n
House of Lean Purpose
Best quality
High morale<\/p>\n\n\n\n
House of Lean Flow
Avoid start and sop
Build quality in
Integrate frequently
Fast feedback<\/p>\n\n\n\n
House of Lead Innovation
Give members time and capacity to think
Producers innovate, customers validate<\/p>\n\n\n\n
House of Lean Relentless improvement
Optimize the whole
A constant sense of danger<\/p>\n\n\n\n
House of Lean Leadership
Lead the change
Develop people
Intrinsic motivation<\/p>\n\n\n\n
Agile Manifesto
Value
Individuals and interactions over processes and tools
Working SW over comprehensive documentation
Customer Collaboration over contract negoiation
Responding to change over following a plan<\/p>\n\n\n\n
Aspects of systems thinking
Optimizing a component does not optimize the system
A system can evolve no faster than its slowest integration point<\/p>\n\n\n\n
Value Stream
Optimize
Focus on delays
Deliver customer value<\/p>\n\n\n\n
Uncerainty
Requirements must be flexible
Designs must be flexible
Preservation of options improves economic results<\/p>\n\n\n\n
Set based approach
Multiple design options
Learning points<\/p>\n\n\n\n
Learning cycles
Fast feedback accelerates knowledge
Small batch sizes
Shorter cycles = faster learning<\/p>\n\n\n\n
The iterative learning cycle
PDCA
Plan, Do, Check, Adjust<\/p>\n\n\n\n
Phase Gates
Fix requirements and designs too early<\/p>\n\n\n\n
Objective Milestones
Facilitate learning and allow for continuous cost-effective adjustments towards and optimal solution<\/p>\n\n\n\n
System Demos
Orchestrated to deliver objective progress, product and process metrics<\/p>\n\n\n\n
BVIR
Big Visible Information Radar<\/p>\n\n\n\n
Queue
Work committed to<\/p>\n\n\n\n
Backlog
Work not committed too<\/p>\n\n\n\n
WIP
Limit of three user stories IP. If a developer is done, help other developers or test in order to move the stories forward<\/p>\n\n\n\n
Limit WIP, reduce batch sizes and manage queue lengths<\/p>\n\n\n\n
Small batches
Go through the system faster
Most important batch is the handoff batch<\/p>\n\n\n\n
Large batches
Increase variability
High utilization increases variability
Severe project slippage is the most likely result<\/p>\n\n\n\n
Optimum batch size
Lowest total cost
Example of U curve optimization
Total costs are the sum of holding costs and transaction costs
Higher transaction costs shift optimum batch size higher
Higher holding costs shift batch size lower<\/p>\n\n\n\n
Reducing optimum batch size
Reducing transaction costs reduces total costs and shifts optimum batch size lower
Reducing batch size<\/p>\n\n\n\n
Holding cost
holding cost (the cost for delayed feedback, inventory decay, and delayed value delivery)<\/p>\n\n\n\n
Transaction cost
transaction cost (the cost of preparing and implementing the batch)<\/p>\n\n\n\n
U Curve
To improve the economics of handling smaller batches\u2014and thus increase throughput\u2014teams must focus on reducing the transaction costs of any batch. This typically involves increasing the attention to and investment in infrastructure and automation, including things such as Continuous Integration and the build environment, DevOps automation, and system test setup times. This is integral to systems thinking (Principle #2) and a critical element in long-view optimization.<\/p>\n\n\n\n
Queues
Long queues are back
Committed work<\/p>\n\n\n\n
Little’s Law
Reduce queue lengths
Faster processing time decreases wait
Shorter queue lengths decreases wait
Control wait times by controlling queue lengths<\/p>\n\n\n\n
Cadence
5 Sprints per increment
Develop on cadence; release on demand<\/p>\n\n\n\n
Decentralize decision making
Define economic logic behind a decision
Empower others to actually make them<\/p>\n\n\n\n
Value doesn’t follow silos
Value delivery is inhibited by hand-offs and delays
Political boundaries can prevent cooperation
Silos encourage geographical distribution of functions
Communication across silos is difficult<\/p>\n\n\n\n
Build cross functional Agile teams
Agile teams are cross-functional, self organizing
Optimized for communication
Deliver value every 2 weeks<\/p>\n\n\n\n
Teams execute iterations with Scrum
Scrum is built on transparency, inspection and adaption<\/p>\n\n\n\n
ARTs
Continuously deliver value
5 – 12 teams (50 – 125+ individuals)
Common cadence, PI
Common mission, Program Backlog<\/p>\n\n\n\n
RTE
Acts as the Chief Scrum Master<\/p>\n\n\n\n
Product Management
Owns, defines and prioritizes the Program Backlog<\/p>\n\n\n\n
System Architect\/Engineering
Provides architectural guidance and technical enablement to the teams on the train<\/p>\n\n\n\n
System Team
Provides processes and tools to integrate and evaluate assets early and often<\/p>\n\n\n\n
Business Owners
Key Stakeholders on the ART<\/p>\n\n\n\n
PI Planning
Cadence-based PI planning meetings are the pacemaker of the Agile Enterprise<\/p>\n\n\n\n
PI Planning Process
Input – Vision and Top 10 features
Output – Team and Program PI objectives and program board<\/p>\n\n\n\n
PI Objectives
Business summaries of what each team intends to deliver in the upcoming PI
Typically map to features, but now always<\/p>\n\n\n\n
Maintain predictability with Stretch objectives
They do count in velocity\/capacity
They are planned
However, not included in the commitment
Low confidence or many unknowns – move to a stretch<\/p>\n\n\n\n
Features are implemented by Stories
Small increments of value that can be delivered in days and provide value
Teams collaborate to deliver Features incrementally via User Stories
Features fit in one PI for one ART
Stories fit in one Iteration (Sprint) for one team<\/p>\n\n\n\n
Enabler Stories
Exploration
Architecture
Infrastructure
Compliance<\/p>\n\n\n\n
Story Points
Singular number that represents Volume, Complexity, Knowledge, Uncertainty
Relative – Not connected to a unit of measure
8 point story should take 4x longer than a 2 point story<\/p>\n\n\n\n
Story Points 2
Find a small Story that would take about a half-day to develop and a half-day to test and validate. Call it a 1
Estimate every other Story relative to that one
Never look back (don’t worry about recalibrating)<\/p>\n\n\n\n
PI Management Review
After PI Planning Day 1, Management meets to adjust as needed.
What did we just learn?
Adjust Vision, Scope, Resources?
Bottlenecks?
Decisions that need to be made before tomorrow?<\/p>\n\n\n\n
PI Final Plan
Collected at the front of the room
Reviewed by all teams
Business owners asked if they accept the plans
If so, okay. If not, continue to plan.<\/p>\n\n\n\n
Program Risks
ROAM
Resolved – Has been addresses. No Longer a concern.
Owned – Someone has taken responsibility
Accepted – Nothing more can be done. If risk occurs, release may be compromised
Mitigated – Team has plan to adjust as necessary<\/p>\n\n\n\n
PI – Confidence Vote
Completed after dependencies are resolved and risks are addressed
Range of 1-5
1 = No confidence
5 = Very high confidence<\/p>\n\n\n\n
PI – Retrospective
Help continuously evolve<\/p>\n\n\n\n
ARTs
Continuously deliver value
Continuous Exploration
Continuous Integration
Continuous Deployment<\/p>\n\n\n\n
Closed Loop
Program Events create a closed loop system to keep the train on the tracks<\/p>\n\n\n\n
ART Sync
Used to coordinate progress
Programs coordinate dependencies through sync meetings<\/p>\n\n\n\n
Scrum of Scrums
Visibility into progress and impediments
Facilitated by RTE<\/p>\n\n\n\n
PO Sync
Visibility into progress, scope and priority adjustments
Facilitated by RTE<\/p>\n\n\n\n
Roadmap
Guides the deliver of features over time
PX – Committed
PX+2 – Foretasted<\/p>\n\n\n\n
Features
Is an industry-standard term familiar to marketing and Product Management
Have Benefit Hypothesis and Acceptance Criteria
Reflect functional and non functional requirements
Fitsin one PI<\/p>\n\n\n\n
Benefit Hypothesis
Justify Feature implementation cost, and provides business perspective when making scope decisions<\/p>\n\n\n\n
Acceptance Criteria
Typically defined during the backlog refinement<\/p>\n\n\n\n
Prioritize Features
For Optimal ROI
What is the Cost of Delay (CoD) in delivering value
What is the cost to implement the valuable thing?<\/p>\n\n\n\n
WSJF
Weighted Shortest Job First
Give preference to jobs with shorter duration and higher CoD using WSJF
WSJF = CoD \/ Duration<\/p>\n\n\n\n
Components of CoD
User and business value – Relative value to the customer or business
Time criticality – How user\/business value decays over time
Risk Reduction & Opportunity enablement (RR & OE) – What else does this do for our business<\/p>\n\n\n\n
WSJF Stakeholders
Business Owners, Product Managers, Product Owners, System Architects<\/p>\n\n\n\n
Continuously Integrate
Stories and Features<\/p>\n\n\n\n
System Increment
Continuous functionality building<\/p>\n\n\n\n
Continious Story Integration
Features
Enablers – Functionality needed for a feature to work
Spike – research enabler<\/p>\n\n\n\n
Demo
Demo the full system increment every two weeks<\/p>\n\n\n\n
DOD (Definition of Done)
E.g. Do not close story unless all defects closed<\/p>\n\n\n\n
Build quality in<\/p>\n\n\n\n
Test First
Automate now
Automated tests are implemented in the same iteration as the functionality<\/p>\n\n\n\n
Architectural Runway
Existing code, hw components, etc. that enables near-term business features
Enablers build up the runway
Features consume it
Must be continuously maintained<\/p>\n\n\n\n
DevOps
is a cultural change<\/p>\n\n\n\n
Deployment pipeline
Used to deploy environments as well as solutions<\/p>\n\n\n\n
Measurements
Are an important part of DevOps<\/p>\n\n\n\n
Chaos Monkey
Developed by NEtflix<\/p>\n\n\n\n
What is DevOps
An agile approach to bridge the gap between development and operations to deliver value faster and more reliably<\/p>\n\n\n\n
DevOps is IN the Value Stream
Value occurs only when the end users are operating the solution
Define, Implement, Deploy – REPEAT
DevOps is not optional<\/p>\n\n\n\n
CALMR approach to DevOps<\/p>\n\n\n\n
DevOps goal<\/p>\n\n\n\n
Automate Everything – DevOps Tools
ALM – CA Agile Central, Version One, Agile Craft
Build – Ant, Maven, Bamboo, Jenkins
Continuous Integration (CI) – CruiseControl, Jenkins, Continuum
Continuous Development – Capistrano, UrbanCode, Ansible, Puppet<\/p>\n\n\n\n
Lean Flow
SAFe teams strive to achieve a state of continuous flow, enabling new features to move quickly from concept to cash.
Three primary keys:
1) Visualize and limit WIP
2) Reduce the batch sizes of work items
3) Manage queue lengths<\/p>\n\n\n\n
Measure the Flow of the Value through Telemetry
Automated collection of real-time data regarding the performance of solutions – helps to quickly assess the impact of frequent application changes<\/p>\n\n\n\n
Recover – Enable Low-Risk Releases
To support release on demand, the system must be designed for low-risk component or service-based deploy, fast recovery, etc. To support fast recovery:<\/p>\n\n\n\n
Non Functional Requirements
NFR
Put into Definition of Done<\/p>\n\n\n\n
Six recommended practices for Continuous Development
1) Maintain development and test environments to better match production
2) Maintain a staging environment that emulates production
3) Deploy to staging every iteration
4) Automate testing of features and nonfunctional requirements
5) Automate deployment
6) Decouple deployment from release<\/p>\n\n\n\n
Decouple deployment from release
Release on demand
Develop on cadence<\/p>\n\n\n\n
Decouple release elements from the total solution<\/p>\n\n\n\n
Triangle
You can have fixed dates and fixed cost, just not fixed scope<\/p>\n\n\n\n
System validation
User acceptance testing
Final NFR testing
Integration testing with other systems
Regulatory standards and requirements<\/p>\n\n\n\n
Innovation and Planning iteration
Opportunity for innovation hackathons, and infrastructure improvements
Provides for cadence-based planning
Estimating guard band for cadence-based delivery<\/p>\n\n\n\n
Without the IP iteration<\/p>\n\n\n\n
Inspect and Adapt
Three parts:
1) PI System Demo
2) Quantitative measurement
3) Problem-solving workshop<\/p>\n\n\n\n
PI system demo
At the end of a PI, teams demonstrate the current state of the solution to the appropriate stakeholders<\/p>\n\n\n\n
Program performance reporting
As part of the solution demo, teams compare planned vs. actual PI objectives<\/p>\n\n\n\n
PI Predictability measure
Shows weather achievements fall into an acceptable process control band<\/p>\n\n\n\n
Problem solving workshop
Teams conduct a short retrospective, then systematically address the larger impediments that are limiting velocity<\/p>\n\n\n\n
Benefits of features
Hypothesis
Acceptance criteria<\/p>\n\n\n\n
Transformational leadership
A model in which leaders inspire and motivate followers to achieve high performance<\/p>\n\n\n\n
Four dimensions of a transformational leader<\/p>\n\n\n\n
Transformational leadership – Vision
Inspire and align with the mission, minimize constraints
Lead change<\/p>\n\n\n\n
Transformational leadership – Authenticity
Lead the change, know the way
Be a role model
Be a lifelong learner
Create an environment of trust and respect
Act with integrity<\/p>\n\n\n\n
Transformational leadership – Growth
Offer personalized support, coaching and encouragement
Keep communication open
Offer direct recognition
Exhibit genuine care and concern
Build an environment of mutual influence<\/p>\n\n\n\n
Leadership styles
Expert
Conductor
Developer of people<\/p>\n\n\n\n
Leader as an expert
Effective when manager has greater knowledge than direct people<\/p>\n\n\n\n
Challenges<\/p>\n\n\n\n
Leader as a conductor
Effective when coordination is a prerequisite for maximum performance<\/p>\n\n\n\n
Challenges<\/p>\n\n\n\n
Leader as ‘developer of people’
Escape the trap with a post-heroic, Lean leadership style<\/p>\n\n\n\n
Benefits<\/p>\n\n\n\n
Transformational Leadership – Innovation<\/p>\n\n\n\n
Lean portfolio management empowers the portfolio<\/p>\n\n\n\n
Strategic themes
Differentiating, specific and itemized business objectives that connect a portfolio to the strategy of the enterprise<\/p>\n\n\n\n
Problem: Cost-center budgeting
Traditional project-based, cost center budgeting creates overhead and friction, lowers velocity<\/p>\n\n\n\n
Problem: Projects increase Cost of Delay
When overruns happen, project accounting and re-budgeting increases Cost of Delay and impacts culture<\/p>\n\n\n\n
Solution: Lean-Agile budgeting<\/p>\n\n\n\n
Control costs with increased flexibility
ART budgets and resources are unaffected by Features cost overruns or changing priorities<\/p>\n\n\n\n
Epics
Enterprise initiatives sufficiently substantial in scope so to warrant analysis, understanding ROI, a lightweight business case, and approval.<\/p>\n\n\n\n
Each Epic
-Has a hypothesis<\/p>\n\n\n\n
Portfolio Kanban
Manages the flow of Epics<\/p>\n\n\n\n
Estimating Epics<\/p>\n\n\n\n
Dynamic budgeting
Adjust budgets dynamically to meet changing business needs<\/p>\n\n\n\n
ARTs power the Solution Train<\/p>\n\n\n\n
Suppliers play a key role in large solution development
The overall value stream is dependent on the suppliers’ agility<\/p>\n\n\n\n
Customers are inseparable from the development process
Indirect – General solutions. Example. End-user purchaser of a CRM System. MS Office
Direct – Custom- built solutions. Example. Government purchaser of a defense system<\/p>\n\n\n\n
Coordinate and integrate multiple ARTs and suppliers<\/p>\n\n\n\n
Pre-Planning structure
Goal – Align Product Managers, System Architects and other ART stakeholders to a common vision
Input – Results of the previous PI execution
Output – A set of features for every ART<\/p>\n\n\n\n
Post-Planning structure
Goal – Understand the PI plan for the entire Solution team
Input – Program PI objectives from all ARTs; Train board and risks
Output – Consolidated solution train PI objectives<\/p>\n\n\n\n
Solution demo
Major event for the life of the solution. E.g. Boeing getting a plane off the ground.<\/p>\n\n\n\n
Solution Train Inspect & Adapt
Consists of three parts:
1) Solution Demo
2) Retrospective
3) Problem-solving workshop<\/p>\n\n\n\n
Solution
Uniquely associated with one Value Stream. It is defined by Solution Intent.<\/p>\n\n\n\n
Capability
Describes the higher level behavior of a solution<\/p>\n\n\n\n
Backlog Matching – Solution Epic
One Solution Train across multiple PIs<\/p>\n\n\n\n
Backlog Matching – Story
One team, one interation<\/p>\n\n\n\n
Backlog Matching – Program Epic
One ART across multiple PIs<\/p>\n\n\n\n
Backlog Matching – Capability
One Solution Train within one PI<\/p>\n\n\n\n
Backlog Matching – Portfolio Epic
Multiple Value Streams and multiple PIs<\/p>\n\n\n\n
Backlog Matching – Feature
One ART within one PI<\/p>\n\n\n\n
Solution Intent
Single source of truth as to the intended and actual behavior of the solution<\/p>\n\n\n\n
Move from variable to fixed solution intent
Preserve flexibility to enable evolution towards optimum solution alternative<\/p>\n\n\n\n
Purpose of Business Agility
Creating the right solutions for the right customers at the right time<\/p>\n\n\n\n
What do you need to balance in Agile Product Delivery?
Balance execution focus with a customer focus<\/p>\n\n\n\n
What are the 3 dimensions of agile product delivery?
1) Customer Centricity \/ Design Thinking 2) Develop on cadence, release on demand 3) DevOps and the continuous delivery pipeline<\/p>\n","protected":false},"excerpt":{"rendered":"
Leading safe certification exam questions and answers pdfLeading safe certification exam questions and answersLeading safe certification exam questionsLeading safe certification exam answers pdfLeading safe certification exam answersleading safe exam questionssafe agile exam cheat sheetsafe agilist exam What are the core values of SAFe? Traina team of agile teams Value Streama team of trains Value steams […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[],"tags":[],"class_list":["post-110993","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts\/110993","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/comments?post=110993"}],"version-history":[{"count":0,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/posts\/110993\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/media?parent=110993"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/categories?post=110993"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.learnexams.com\/blog\/wp-json\/wp\/v2\/tags?post=110993"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}