VC6下安装与配置Wikipedia，自由的百科全书本手册适应OpenCV1.0安装。
目录[隐藏]1安装VisualC++6.02安装OpenCV3配置Windows环境变量4配置VisualC++6.04.1全局设置4.2项目设置[编辑]安装VisualC++6.0略。
[编辑]安装OpenCV从http://www.opencv.org.cn/下载OpenCV安装程序。
假如要将OpenCV安装到C:\\ProgramFiles\\OpenCV。
（下面附图为OpenCV1.0rc1的安装界面，OpenCV1.0安装界面与此基本一致。
）在安装时选择\"将\\OpenCV\\bin加入系统变量\"（Add\\OpenCV\\bintothesystermPATH）。
[编辑]配置Windows环境变量检查C:\\ProgramFiles\\OpenCV\\bin能否已经被加入到环境变量PATH，如果没有，请加入。
[编辑]配置VisualC++6.0[编辑]全局设置菜单Tools-＞Options-＞Directories：先设置lib路径，选择Libraryfiles，在下方填入路径：C:\\ProgramFiles\\OpenCV\\lib然后选择includefiles，在下方填入路径：C:\\ProgramFiles\\OpenCV\\cxcore\\includeC:\\ProgramFiles\\OpenCV\\cv\\includeC:\\ProgramFiles\\OpenCV\\cvaux\\includeC:\\ProgramFiles\\OpenCV\\ml\\includeC:\\ProgramFiles\\OpenCV\\otherlibs\\highguiC:\\ProgramFiles\\OpenCV\\otherlibs\\cvcam\\include[编辑]项目设置每创建一个将要使用OpenCV的VCProject，都需要给它指定需要的lib。
菜单：Project-＞Settings，然后将Settingfor选为AllConfigurations，然后选择右边的link标签，在Object/librarymodules附加上cxcore.libcv.libml.libcvaux.libhighgui.libcvcam.lib如果你不需要这么多lib，你可以只添加你需要的lib。

IT项目管理第六版课本之课后答案，供参考解答。
望君以了解为主TableofcontentsCHAPTERI2CHAPTER24CHAPTER36CHAPTER47CHAPTER5CHAPTER620CHAPTER724chaPteR829ChAPTER9CHAPTER10CHAPTER1137CHAPTER1240APPEnDIXA42APPENDIXB47APPENDIXCListofsolutionfilesavailableandreferencedinthisdocument,inalphabeticalorderName▲SizeTypeEnseExA-2289KBMicrosoftofficeProjectDocument5BEXA-3270KBMicrosoftOfficeProjectDocument22J5eExA-4337KBMicrosoftOfficeProjectDocument国appC1313KBMicrosoftofficeExcelWorksheet图ex4216KBMicrosoftofficeExcel97-2003Worksheet图ex-323KBMicrosoftOfficeExcel97-2003Worksheet4KbMicrosoftOfficeExcel97-2003Worksheet国x4525KBMicrosoftOfficeExcel97-2003Worksheete×5-221KBMicrosoftOfficePowerPoint97-2003PresentationElex5-3123KBMicrosoftOfficeProjectDocument152KBMicrosoftOfficeProjectDocument已区区ex7-519KBMicrosoftOfficeExcel97-2003Worksheet17KBMicrosoftofficeExcel97-2003Worksheet20KBMicrosoftOFficeExcel97-2003Worksheet16KBMicrosoftofficeExcel97-2003Worksheet16KBMicrosoftofficeExcel97-2003Worksheet16KBMicrosoftofficeExcel97-2003Worksheel17KBMicrosoftofficeExcel97-2003Worksheetrung17KBMicrosoftofficeExcel97-2003WorksheetEfrun5-4123KBMicrosoftOfficeProjectDocument131KbMicrosoftOFficeProjectDocumentE179KBMicrosoftofficeProjectDocument21KBMicrosoftofficeExcel97-2003Worksheet国run7-221KBMicrosoftofficeExcel97-2003Worksheet17KBMicrosoftofficeExcel97-2003Worksheet国run114KBMicrosoftOfficeExcel97-2003Worksheet图run917KBMicrosoftofficeExcel97-2003Worksheet图run11115KBMicrosoftofficeExcel97-2003Worksheet图run12215KBMicrosoftOfficeExcel97-2003Worksheetes1video1-215KBMicrosoftofficeExcel97-2003Worksheet图vdeo1317KBMicrosoftofficeExcel97-2003Worksheet图wde2-3141KBMicrosoftOfficeProjectDocument155KBMicrosoftOfficeProjectDocumentesvideo4-22KBMicrosoftofficeExcel97-2003Worksheet四vde04220KBMicrosoftoFficeExcel97-2003Worksheet图vde5-317KBMicrosoftofficeExcel97-2003WorksheetEshlvideo6-114KBMicrosoftOfficeExcel97-2003Worksheet到vde6218KBMicrosoftofficeExcel97-2003WorksheetInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲CHAPTER1IntroductiontoProjectManagementDISCUSSIONOUESTTONS1.Whyisthereaneworrenewedinterestinthefieldofprojectmanagement?Moreandmoreprojectsarebeingdonebyavarietyoforganizations.Theprojectsaremorecomplexandofteninvolvetheuseofnewtechnologies.Organizationsarestrugglingtofindbetterwaystomanagetheirprojects.2.Whatisaproject,andwhatareitsmainattributes?Howisaprojectdifferentfromwhatmostpeopledointheirday-Lo-dayjobs?Whatisthetripleconstraint?aprojectis"atemporaryendeavorundertakentocreateauniqueproduct,service,orresult"(PMBOKGuide,2008,p.5).Inadditiontobeingtemporaryandunique,otherattributesofprojectsarethattheyaredevelopedusingprogressiveelaboration,requireresourcesfromvariousareas,shouldhaveaprimarycustomerorsponsor,andinvolveuncertainty.Projectsaredifferentfromday-to-dayactivitiesprimarilybecausetheyhavefocusedgoalsanddefinitebeginningandendingdates.Thetripleconstraintismanagingscope,time,andcostgoals3.Whatisprojectmanagement?Brieflydescribetheprojectmanagementframework,providingexamplesofstakeholders,knowledgeareas,toolsandtechniques,andprojectsuccessfactorsProjectmanagermentis"theapplicationofknowledge,skills,tools,andtechniquesloprojectactivitiesinorderLomeetprojectrequirements"(PMBOKGuide,2008,p9).Theprojectmanagementframeworkgraphicallyshowstheprocessofbeginningwithstakeholdersneedsandexpectations,applyingthenineprojectmanagementknowledgeareasandvarioustoolsandtechniquestoleadtoprojectsuccessandthenenterprisesuccess.Forexample,ifaprojectweretoimplementanERPsystemforalargecompany,thestakeholderswouldincludemanagersandusersfrommanydifferentdepartments(finance,manufacturing,humanresourcesIT,etc.)allnineknowledgeareaswouldbeimportant,numeroustoolsandtechniqueswouldbeapplied(seeTable1-1),andprojectsuccessmightbebasedonimplementkeyfunctionsbyacertaintimeforacertaincostorhavingthenewsystempayforitselfwithinacertaintimeperiod4.Whatisaprogram?Whatisaprojectportfolio?Discusstherelationshipbetweenprojects,programs,andportfoliomanagementandthecontributionstheyeachmaketoenterprisesuccessaprogramis"agroupofprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailablefrommanagingthemindividually(PmbokGuide,2008,p9)Projectportfoliomanagementfocusesonmanagingprojectsasisasaportfolioofinvestmentsthatcontributetotheentireenterprisessuccess.Projectsarepartofprogramswhicharepartofportfolios5.Whatistheroleoftheprojectmanager?Whataresuggestedskillsforallprojectmanagersandforinformationtechnologyprojectmanagers?Whyisleadershipsoimportantforprojectmanagers?Howisthejobmarketforinformationtechnologyprojectmanagers?Theprojectmanagerisultimatelyresponsibleforprojectsuccess.Manysuggestedskillsarelistedinthischapter,includingstrongleadershipskills,organizationalskills,technicalskills,andmanysofskills.ITprojectmanagersrequirethesameskillsasgeneralprojectmanagers,buttheyshouldalsoknowsomethingaboutthetechnologyusedfortheprojectandthetypesofpeoplewhoworkoninformationtechnologyprojectsLeadingbyexampleisthemostimportanttraitofeffectiveprojectmanagers.Thejobmarketforinformationogyprojectmanagerscontinuestoremainstrong,especiallyforthosewithstrongbusinessandleadershipskills6.Brieflydescribesomekeyeventsinthehistoryofprojectmanagement.WhatroledoestheProjectManagementInstituteandotherprofessionalsocietiesplayinhelpingtheprofessionSomepeoplesaythatbuildingtheegyptianpyramidsorthegreatwallofChinawereprojects,butmodernprojectmanagementbeganwiththeManhattanProjectordevelopmentoftheatomicbomb.Thatprojecttookaboutthreeyearsandcostalmosts2billionin1946andhadaseparateprojectmanagerandtechnicalmanagerGanttchartswerefirstusedin1917,andnetworkdiagramswereusedin1958.PMiisthemainprofessionalsocietyforprojectmanagers,andtheyrunthePMPcertificationprogramInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲7.Whatfunctioncanyouperformwithprojectmanagementsoftware?Whataresomepopularnamesoflowend,midrange,andhigh-endprojectmanagementtools?Projectmanagenentsoftwarecanassistindevelopingschedules,communicatinginformation,trackinprogress,etc.PopulartoolsincludemilestonesSimplicity,Project2007,andthemicrosoftEnterpriseProjectManagementsolutiontonameafewEXERCISESAnswerstoalloftheseexerciseswillvary.Themainpurposeoftheseexercisesistohavestudentsbegindoingsomeindependentresearchtofurtherexplorethefieldofprojectmanagement.Youcouldhavestudentsdiscusstheresultsoftheseexercisesinclasstoenhanceparticipation,assignsomeforhomework,ordobothInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲CHAPTER2TheprojectmanagementandlnformationtechnologycontextDISCUSSIONOUESTIONS1.Whatdoesitmeantotakeasystemsviewofaproject?Howdoestakingasystemsviewofaprojectapplytoprojectmanagement?Takingasystemsviewmeanslookingatthebigpictureofhowaparticularprojectfitsintotherestoftheorganization.Itisimportantforprojectmanagerstounderstandthebroaderorganizationalenvironmenttoensuretheirprojectsmeetorganizationalneeds2.Explainthefourframesoforganizations.Howcantheyhelpprojectmanagersunderstandtheorganizationalcontextfortheirprojects?ThefourframesoforganizationsaresummarizedbelowStructural:dealwithhowtheorganizationisstructuresandfocusonrolesandresponsibilities.ItsimportanttounderstandtheserolesandresponsibilitieswhendealingwithprojectstakeholdersespeciallyinprocuringresourcesHumanresources:focusesonmeetingtheneedsoftheorganizationanditspeople.ProjectmanagersmustunderstandvarioushumanresourcespoliciesandproceduresPolitical:addressesorganizationalandpersonalpolitics.Manyprojectmanagersfailbecausetheydonotunderstandthepoliticalenvironment.Symbolic:focusesonsymbolsandmeanings.It'simportanttounderstandanorganizationsculturedresscode,workethic,andsooninmanagingprojects3.Brieflyexplainthediferencesbetweenfunctional,matrix,andprojeclorganizations.DescribehoweachstructureaffectsthemanagementoftheprojectFunctionalorganizationshavemanagersorvicepresidentsinspecialtiessuchasengineering,manufacturing,informationtechnology,andsoon.Theirstaffshavespecializedskillsintheirrespectivedisciplines.ProjectorganizationshaveprojectmanagersinsteadoffunctionalmanagersreportingtotheCEO.matrixorganizationsrepresentthemiddlegroundbetweenfunctionalandprojectstructures.Personneloftenreporttobothafunctionalmanagerandoneormoreprojectmanagers.Projectmanagershavethemostauthorityinprojectorganizationalstructuresfollowedbymatrix,andthenfunctional4.Describehoworganizationalcultureisrelatedtoprojectmanagement.Whattypeofculturepromotesastrongprojectenvironment?Organizationalcultureisasetofsharedassumptions,values,andbehaviorsthatcharacterizethefunctioningofprojectmanagementandfollowstheguidelinesforapplyingit,itwillbemucheasiertopracticegoodprojedanorganization.Thisculturecandefinitelyimpactprojectmanagement.Forexample,ifanorganizationvaluesmanagement.Projectworkismostsuccessfulinanorganizationalculturewhereemployeesidentifymorewiththeorganization,whereworkactivitiesemphasizegroups,andwherethereisstrongunitintegration,highisktolerance,perfornance-basedrewards,highconflicttolerance,anopenl-systernsfocus,andabalancedfocusonpeople,control,andmeans-orientation5.Discusstheimportanceoftopmanagementcommitmentandthedevelopmentofstandardsforsuccessfulprojectmanagement.ProvideexamplestoillustratetheimportanceoftheseitemsbasedonyourexperienceonanytypeofprojectTopmanagementcommitmentisthenumberonefactorassociatedwiththesuccessofinformationtechnologyprojects,soit'sveryimportanttogetandmaintainthissupport.Topmanagementcanhelpprojectmanagersgetadequateresources,approveuniqueprojectneeds.getcooperationfromotherpartsoftheorganization,andprovidesupportasamentorandcoachtoprojectmanagers.Exampleswillvary6.Whatarethephasesinatraditionalprojectlifecycle?Howdoesaprojectlifecycledifferfromaproductlifecycle?whydoesaprojectmanagerneedtounderstandboth?Atraditionalprojectlifecycleisacollectionofprojectphases-concept,development,implementation,andclose-out.Thesephasesdonotvarybyproject.ProductlifecyclesvarytremendouslybasedonthenatureofInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲theproject.Forexample,theSystemsDevelopmentLifeCycle(SDLC)couldfollowthewaterfallmodelspiralmodelincrementalreleasemodel,prototypingmodel,orRADmodel.UsingthegeneralphasesoftheSDLC(informationsystemsplanning,analysis,design,implementation,andsupport)therecouldbeaprojecttodevelopastrategicinformationsystemsplan;anotherprojecttocompleteasystemsanalysisforanewsystem;anotherprojecttocreateadetaileddatabasedesign;anothertoinstallnewhardwareorsoftware,andanothertoprovidenewusertraining7.Whatmakesinformationtechnologyprojectsdifferentfromothertypesofprojects?Howshouldprojectmanagersadjusttothesedifferences?itprojectsaredifferentfromothertypesofprojectsbecausetheycanbeverydiverseintermsofsizeandcomplexity,theyoftenincludeleammemberswithverydiversebackgroundsandskills,andhetechnologiesinvolvedarealsoverydiverse.ProjectmanagersshouldadjusttothesedifferencesbypayingcarefulattentiontothegoalsoftheprojectandtheneedsofvariousstakeholdersDefineglobalization,outsourcing,andvirtualteamsanddescribehowthesetrendsarechangingITprojectmanagementGlobalizationhascreateda"flat"worldwhereeveryoneisconnectedandthe"playingfield"islevelformanyingiswhedsand/orsoVirtualteamsoccurwhenagroupofindividualswhoworkacrosstimeandspaceusingcommunicationtechnologies.Eachofthesetrendshasaffectedthewayinwhichprojectworkisdoneandhowprojectsneedtobemanaged.ItisveryrareforaprojectteamtositinthesameworkareaandworkatthesametimeManagementandcoordinationismuchmorecomplicatedEXERCISESAnswerstoalloftheseexerciseswillvaryInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲chaPTER3TheProjectManagementProcessGroups:ACaseStudyDISCUSSIONQUESTIONS1.Brieflydescribewhathappensineachofthefiveprojectmanagementprocessgroups(initiatingplanningexecuting,monitoringandcontrolling,andclosing).Whattypesofactivitiesaredonebeforeinitiatingproject?Descriptionsofwhathappensineachofthefiveprocessgroupsarelistedbelow:Initiatingincludesactionstocommittobeginorendprojectsandprojeclphases.Somedeliverablesincludedefiningthebusinessneedfortheproject,gettingaprojectsponsor,andselectingaprojectPlanningincludescreatingworkableplansfortheentireproject.EveryknowledgearearequiresdevelopmentofsomeplansExecutinginvolvescoordinatingeveryoneandeverythingtocarryouttheprojectplans.DeliverablesincludetheproductsoftheprojectorphaseMonitoringandcontrollingensurestheprojectobjectivesaremet.DeliverablesincludemonitoringandmeasuringprogressandtakingcorrectiveactionClosinginvolvesbringingtheprojecttoanorderlyend.deliverablesincludeorganizationalprocessassetsupdatesandclosedprocurementsBeforeinitiatingaproject,organizationsoftendeterminehigh-levelscope,time,andcostconstraintsforaproject,identifytheprojectsponsor,selecttheprojectmanager,anddevelopabusinesscasefortheproject,tonameafewApproximatelyhowmuchtimedogoodprojectmanagersspendoneachprocessgroupandwhyAndyCrowe'sresearchfoundthatalphaprojectmanagersspendabout2%oftheirtimeinitialing,21%planning,69%executing,5%monitoringandcontrolling,and3%closingprojects.Themosttimeshouldbespentonexecuting,followedbyplanning3.Whydoorganizationsneedtotailorprojectmanagementconcepts,suchasthosefoundinthePMBOK(RGuidetocreatetheirownmethodologies?Organizationshavedifferentwaysofdoingthings,sotheyoftendeveloptheirownmethodologies4.WhataresomeofthekeyoutputsofeachprocessgroupSeethetablesforeachprocessgroup.Examplesmightincludeacharter,aprojectmanagementplan,deliverables,performancereports,andclosedprocurements5.Whataresomeofthetypicalchallengesprojectteamsfaceduringeachofthefiveprocessgroups?Answerswillvary.Suggestionsmightincludesettingprioritiesduringinitiating,gettingstakeholderinputsduringplanning,meetingscheduledeadlinesduringexecution,collectingtimelydataduringmonitoringandcontrolling,anddefininggoodproceduresduringprojectclosingEXERCIESAnswerstoalloftheseexerciseswillvaryInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲ChAPTER4ProjectIntegrationmanagementDISCUSSIONQUESTIONS1.Describeprojectintegrationmanagementinyourownwords.Howdoesprojectintegrationmanagementrelatetotheprojectlifecycle,stakeholders,andtheotherprojectmanagementknowledgeareas?Projectintegrationmanagementmeanstyingtogetheralloftheotheraspectsinvolvedinaprojecttomakeitasuccess.Integrationmanagementrelatestotheprojectlifecycleinthatitisdoneinalloftheprojectlifecyclephases.Astheprojectprogresses,integrationmanagementbecomesmorefocused.Integrationmanagementrelatestostakeholdersbecauseitrequirestheprojectmanagertoknowalloftheprojectstakeholders,toknowtheirinterestsandconcernsabouttheproject,andtomanagerelationshipswiththemIntegrationmanagementpullstogetherinformationfromalloftheotherknowledgeareas2.Brieflydescribethestrategicplanningprocess,includingaSWOTanalysis.Whichprojectselectionmethod(s)doyouthinkorganizationsusemostoftenforjustifyinginformationtechnologyprojectsASWOTanalysisinvolvesidentifyingandevaluatinganorganizationsstrengths,weaknesses,opportunitiesandthreats.Aferidentifyingstrategicgoals,thenextstepintheplanningprocessforselectinginformaLiontechnologyprojectsistoperformabusinessareaanalysis.Thisanalysisoutlinesbusinessprocessesthatarecentraltoachievingstrategicgoalsandhelpsdeterminewhichonescouldmostbenefitfrominformationtechnology.Then,thenextstepistostartdefiningpotentialinformationtechnologyprojects,theirscorbenefits,andconstraints.Thelaststepintheplanningprocessforselectinginformationtechnologyprojectsischoosingwhichprojectstodoandassigningresourcesforworkingonthem.Answerswillvaryonthesecondpartofthequestion.Alloftheprojectsectionmethodsareused3.SummarizekeyworkinvolvedineachofthesixprocessesforprojectintegrationmanagementProjectintegrationmanagementincludesthefollowingprocessesDevelopingtheprojectcharterinvolvesworkingwithstakeholderstocreatethedocumentthatformallyauthorizesaproject.Projectcharterscanhavedifferentformats,buttheyshouldincludebasicprojectinformationandsignaturesofkeystakeholders.Developingtheprojectmanagementplaninvolvescoordinatingallplanningeffortstocreateaconsistentcoherentdocument--theprojectmanagementplan.ThemainpurposeofprojectplansistofacilitateactionDirectingandmanagingprojectexecutioninvolvescarryingouttheprojectplansbyperformingtheactivitiesincludedinitProjectplanexecutionshouldrequirethemajorityofaprojectsbudget.Monitoringandcontrollingprojectworkisneededtomeettheperformanceobjectivesoftheproject.TheprojectteamshouldcontinuouslymonitorprojectperformancetoassesstheoverallhealthoftheprojectPerformingintegratedchangecontrolinvolvescoordinatingchangesthataffecttheprojectsdeliverablesandorganizationalprocessassets.changecontrolsystemoftenincludesachangecontrolboard(CCB)configurationmanagement,andaprocessforcommunicatingchangesClosingtheprojectorphaseinvolvesfinalizingallprojectorphaseactivities.Itisimportanttofollowgoodprocedurestoensurethatallprojectactivitiesarecompletedandthattheprojectsponsoracceptsdeliveryofthefinalproducts,services,orresultsoftheproject.4.FitherfromyourownexperienceorbysearchingtheInternet,describeawell-plannedandexecutedproject.Describeadisastrousproject.Whatweresomeofthemaindifferencesbetweentheseprojects?Answerswillvary.Severalexamplesareprovidedinthetext,especiallyintheWhatWentrightandWrongsections5.Discusstheimportanceoffollowingawell-integratedchangecontrolprocessoninformationtechnologyprojects.Whatdoyouthinkofthesuggestionsmadeinthischapter?ThinkofthreeadditionalsuggestionsforintegratedchangecontroloninformationtechnologyprojectsInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲Answerswillvary.Oneanswermightbethatitisimportanttofollowagoodintegratedchangecontrolprocessoninformationtechnologyprojectstoavoidscopecreepincompatibilityproblems,andtomakeeffectiveuseofresourcesandnewtechnologies.Additionalsuggestionsformanagingintegratedchangeontrolmightincludelocatingkeyprojectstakeholders,assigninguserstoprojectteams,andprovidingteam-basedincentivesforeffectivelymanagingprojectchangesEXERCIES1.Writeaone-totwo-pagepaperbasedontheopeningcase.Answerthefollowingquestionsa.WhatdoyouthinktherealproblemwasinthiscasebDoesthecasepresentarealisticscenario?whyorwhynot?C.WasNickCarsonagoodprojectmanager?Whyorwhynot?d.whatcouldNickhavedonetobeabetterprojectmanager?e.Whatshouldtopmanagementhavedonetohelpnick?SOLUTION:AnswerswillvaryMakesurestudentsjustifytheirresponses.Forexample,theycouldsaythatnickwasagoodprojectmanagerbecausehegotthejobdone.Theycouldsayhewasnotagoodprojectmanagerbecausehewastootechnicalanddidnotgetalongwellwithseniormanagement.(NoteNickistheauthor,syoungerbrother,andeverythingexceptthelastlineofthecaseistotallytrue2.DownloadafreetrialofmindmappingsoftwareandcreateamindmapofaSWOTanalysisforyourorganizationoryourpersonallife.Includeatleasttwostrengths,weaknesses,opportunities,andthreatsandideasforatleastthreepotentialprojectsAnswerswillvary3.Usespreadsheetsoftwaretocreatefigures4-4through4-7inthistext.MakesureyourformulasworkcorrectlySeethefilesprovided4.PerformafinancialanalysisforaprojectusingtheformatprovidedinFigure4-5.Assumetheprojectedcostsandbenefitsforthisprojectarespreadoverfouryearsasfollows:Estimatedcostsare$200,000inyearIand$30,000eachyearinyears2,3,and4.EstimatedbenefitsareSOinyearIand$100,000eachyearinyears2,3,and4.Usea9percentdiscountrateandroundthediscountfactorstotwodecimalplaces.Createaspreadsheet(orusethebusinesscasefinancialstemplateprovidedonthecompanionWebsite)localculateandclearlydisplaythenpv,rol,andyearinwhichpaybackoccurs.Inaddition,writeaparagraphexplainingwhetheryouwouldrecommendinvestinginthisproject,basedonyourfinancialDiscountrat9.00%AssumetheprojectiscompletedinYearo023TotalCosts200,00030,00030.00030000Discountfactor1.000.920.840.77Discountedcosts200,00027,60025,20023,100275,900Benefits0100,000100,000100,000Discountfactor0.920.840.77Discountedbenefits092,00084,00077,000253,000Discountedbenefits-costs200.000644005880053900(22900)NPVCumulativebenefits-costs(20,00(135600)(76,800)(22,900)rolTheNPvandroiarebothnegative,andpaybackdoesnotoccur.Basedonthefinancials,thisprojectisnotagoodinvestment.5.CreateaweightedscoringmodeltodeterminegradesforacourseFinalgradesarebasedonthreeexamsworth20%0,15%,and25%o,respectively,homeworkisworth15%;andagroupprojectisworth25%Enterscoresforthreestudents.AssumeStudent1earns100%(or100)oneveryitem.AssumeStudent2earns70%ooneachoftheexams,80oonthehomework,and95%onthegroupproject.AssumeStudent3earns90%onExam1,80%onExam2,75%onExam3,80%onthehomework,and70%oonthegroupInformationTechnologyProjectManagement,SixthEdition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲

WebTools是用于管理网站的多功能工具。
使用Web工具，您可以：使用文件（ftp客户端），通过ip地址监视站点的稳定性，使用telnet或ssh客户端管理服务器并测试新功能。
这是系统管理员和Web开发人员的必备使用程序。
功能：•FTP和SFTP客户端•HTTP测试实用程序•可达性-通过IP地址检查可用性•Internet速度测试•源代码编辑器•SSH客户端•以及更多...该网络工具使用程序提供访问最流行的实用工具，网络管理员和网络开发人员在他们的电脑上使用。
Web工具具有简单直观的界面，您可以通过它在几分钟内配置站点并检查其稳定性。
该使用程序不断改进。
它的开

STMicroelectronics针对Cube(HAL)提供的经过URART/UART实现IAP，适用于STM32系列MCU，无需再设置BOOT引脚，仅需一个GPIO设置POR后执行IAP还是APP，分享给坛友，该程序包也可从ST官网(http://www.st.com/web/catalog/tools/FM147/CL1794/SC961/SS1743/LN1920/PF262163#)下载获得。
同时附带该程序包的APP.Note文档，【STM32Cubein-applicationprogrammingusingtheUSARTembeddedsoftware(AN4657)】。

jmx页面展现工具调用HtmlAdaptorServer

java调用ant构建打包，java调用ant构建打包，java调用ant构建打包，java调用ant构建打包，

CTF-Tools-v1.2.6.zip

文本挖掘tmSVM开源项目集成libSVM和liblinear包含Python和Java两种版本带PDF源码参考文档简介文本挖掘无论在学术界还是在工业界都有很广泛的应用场景。
而文本分类是文本挖掘中一个非常重要的手段与技术。
现有的分类技术都已经非常成熟，SVM、KNN、DecisionTree、AN、NB在不同的应用中都展示出较好的效果，前人也在将这些分类算法应用于文本分类中做出许多出色的工作。
但在实际的商业应用中，仍然有很多问题没有很好的解决，比如文本分类中的高维性和稀疏性、类别的不平衡、小样本的训练、Unlabeled样本的有效利用、如何选择最佳的训练样本等。
这些问题都将导致curveofdimension、过拟合等问题。
这个开源系统的目的是集众人智慧，将文本挖掘、文本分类前沿领域效果非常好的算法实现并有效组织，形成一条完整系统将文本挖掘尤其是文本分类的过程自动化。
该系统提供了Python和Java两种版本。
主要特征该系统在封装libsvm、liblinear的基础上，又增加了特征选择、LSA特征抽取、SVM模型参数选择、libsvm格式转化模块以及一些实用的工具。
其主要特征如下：封装并完全兼容*libsvm、liblinear。
基于Chi*的featureselection见feature_selection基于LatentSemanticAnalysis的featureextraction见feature_extraction支持Binary,Tf,log(tf),Tf*Idf,tf*rf,tf*chi等多种特征权重见feature_weight文本特征向量的归一化见Normalization利用交叉验证对SVM模型参数自动选择。
见SVM_model_selection支持macro-average、micro-average、F-measure、Recall、Precision、Accuracy等多种评价指标见evaluation_measure支持多个SVM模型同时进行模型预测采用python的csc_matrix支持存储大稀疏矩阵。
引入第三方分词工具自动进行分词将文本直接转化为libsvm、liblinear所支持的格式。
使用该系统可以做什么对文本自动做SVM模型的训练。
包括Libsvm、Liblinear包的选择，分词，词典生成，特征选择，SVM参数的选优，SVM模型的训练等都可以一步完成。
利用生成的模型对未知文本做预测。
并返回预测的标签以及该类的隶属度分数。
可自动识别libsvm和liblinear的模型。
自动分析预测结果，评判模型效果。
计算预测结果的F值、召回率、准确率、Macro,Micro等指标，并会计算特定阈值、以及指定区间所有阈值下的相应指标。
分词。
对文本利用mmseg算法对文本进行分词。
特征选择。
对文本进行特征选择，选择最具代表性的词。
SVM参数的选择。
利用交叉验证方法对SVM模型的参数进行识别，可以指定搜索范围，大于大数据，会自动选择子集做粗粒度的搜索，然后再用全量数据做细粒度的搜索，直到找到最优的参数。
对libsvm会选择c,g(gamma)，对与liblinear会选择c。
对文本直接生成libsvm、liblinear的输入格式。
libsvm、liblinear以及其他诸如weka等数据挖掘软件都要求数据是具有向量格式，使用该系统可以生成这种格式：labelindex:valueSVM模型训练。
利用libsvm、liblinear对模型进行训练。
利用LSA对进行FeatureExtraction*，从而提高分类效果。
开始使用QuickStart里面提供了方便的使用指导如何使用该系统可以在命令行（Linux或cmd中）中直接使用，也可以在程序通过直接调用源程序使用。
在程序中使用。
#将TMSVM系统的路径加入到Python搜索路径中importsyssys.path.insert(0,yourPath+"\tmsvm\src")importtms#对data文件夹下的binary_seged.train文件进行训练。
tms.tms_train(“../data/binary_seged.train”)#利用已经训练好的模型，对对data文件夹下的binary_seged.test文件预测tms.tms_predict(“../data/binary_seged.test”,”../model/tms.config”)#对预测的结果进行分析，评判模型的效果tms.tms_analysis(“../tms.result”)在命令行中调用#对data文件夹下的binary_seged.train文件进行训练。
$pythonauto_train.py[options]../data/binary_seged.train#利用已经训练好的模型，对对data文件夹下的binary_seged.test文件预测pythonpredict.py../data/binary_seged.train../model/tms.config#对预测的结果进行分析，评判模型的效果$pythonresult_anlaysis.py../tms.result上面的调用方式都是使用系统中默认的参数，更具体、灵活的参数见程序调用接口输入格式labelvalue1[value2]其中label是定义的类标签，如果是binaryclassification，建议positive样本为1，negative样本为-1。
如果为multi-classification。
label可以是任意的整数。
其中value为文本内容。
label和value以及value1和value2之间需要用特殊字符进行分割，如”\t”模型输出模型结果会放在指定保存路径下的“model”文件夹中，里面有3个文件，默认情况下为dic.key、tms.model和tms.config。
其中dic.key为特征选择后的词典；
tms.model为训练好的SVM分类模型;tms.config为模型的配置文件，里面记录了模型训练时使用的参数。
临时文件会放在“temp”文件夹中。
里面有两个文件：tms.param和tms.train。
其中tms.param为SVM模型参数选择时所实验的参数。
tms.train是供libsvm和liblinear训练器所使用的输入格式。
源程序说明src:即该系统的源代码，提供了5个可以在Linux下可以直接调用的程序:auto_train.py、train.py、predict.py为在Linux下通过命令行调用的接口。
tms.py为在程序中调用的主文件，直接通过importtms即可调用系统的所有函数。
其他文件为程序中实现各个功能的文件。
lsa_src：LSA模型的源程序。
dependence:系统所依赖的一些包。
包括libsvm、liblinear、Pymmseg在Linux32位和64位以及windows下的支持包(dll,so文件)。
tools:提供的一些有用的工具，包括result_analysis.py等。
java：java版本的模型预测程序，项目重要更新日志2012/09/21针对linux下的bug进行修正。
重新生成win和linux版本的。
2012/03/08增加stem模块，并修正了几个Bug。
2011/11/22tmsvm正式发布。
联系方式邮箱:zhzhl202@163.comThanks本系统引用了libsvm、liblinear的包，非常感谢Chih-JenLin写出这么优秀的软件。
本系统还引用了Pymmseg，非常感谢pluskid能为mmseg写出Python下可以直接使用的程序从最初的想法萌生到第一版上线，中间试验了很多算法，最终因为效果不好删掉了很多代码，在这期间得到了许多人的帮助，非常感谢杨铮、江洋、敏知、施平等人的悉心指导。
特别感谢丽红一直以来的默默支持。

地址:https://assetstore.unity.com/packages/tools/sprite-management/easy-ropes-2d-40202-绳索系统和三个示例预制件（简单绳索、链式绳索和桥绳）。
-绳索切割机系统。
-气球系统。
-简单的气球插件和绳子创建窗口。
-定位系统和吊索。
-编辑器检查器和动态绳索（甚至在编辑器SceneView中）。
-张力小控件，协助您实现吊索效果。
-48易碎物品

里面包含理解包和其他各种工具，大家都懂得。

在日常工作中，钉钉打卡成了我生活中不可或缺的一部分。然而，有时候这个看似简单的任务却给我带来了不少烦恼。 每天早晚，我总是得牢记打开钉钉应用，点击"工作台"，再找到"考勤打卡"进行签到。有时候因为工作忙碌，会忘记打卡，导致考勤异常，影响当月的工作评价。而且，由于我使用的是苹果手机，有时候系统更新后，钉钉的某些功能会出现异常，使得打卡变得更加麻烦。 另外，我的家人使用的是安卓手机，他们也经常抱怨钉钉打卡的繁琐。尤其是对于那些不太熟悉手机操作的长辈来说，每次打卡都是一次挑战。他们总是担心自己会操作失误，导致打卡失败。 为了解决这些烦恼，我开始思考是否可以通过编写一个全自动化脚本来实现钉钉打卡。经过一段时间的摸索和学习，我终于成功编写出了一个适用于苹果和安卓系统的钉钉打卡脚本。