几天了一直没找到这个问题的解决方法，网上说有什么补丁也没下到，今天自己摸索解决了，给遇到同样问题的网友一个参考吧

相信研究过正方教务系统的朋友看到过网上传播的比较多的一篇文章提的/service.asmx中的BMCheckPassword存在注入，然而现在大多数正方教务已经将BMCheckPassword移除了，导致漏洞无法利用。
本人研究了/service.asmx中的其它接口，发现zfcwjk1存在同样的注入漏洞，特将注入方法写成工具供大家学习参考。
zfcwjk1似乎是一个财务类的确认接口，利用起来稍微麻烦点，需要一个目标学校的任意学号。
程序执行后，会需要用户输入三个参数。
分别是：1.目标网址2.目标学校的任意学号3.年份(估计是用来确定这个学号所在年份的情况，随便填个2012或者2013，不行再换）若提示“cannotaccesstargeturl”则可能是目标网址填错了或者教务系统已经将/service.asmx移除了，如果是/service.asmx被移除的话漏洞就没法再利用了。
另外，若是校内网使用则建议挂代理。
。
。

保护vs2008还有winkitwinsdk32位与64位errorLNK1104:cannotopenfile'advapi32.lib'

使用NavicatPremium_11.1.8连接oracle的时候，配置完成oci.dll之后，总是提示CannotloadOCIDLL。
换成这个64位的客户端之后就可以连接了，我的操作系统为win1064位

注意查看chart.html示例，和pdf帮助文件注意meta标签，选择指定对应ejschart.js的位置，否则图像异常4.10METATagConfigurationMETAtagsmustbeincludedinthepageheader(between),shouldbeplacedbeforethetagwhichimportstheEJSChart.jslibraryandareformattedasfollows:Theoptionsdescribedbelowaffecttheloading/initializationstageofthelibrary.ejsc-src-pathSpecifiesthebasepathoftheEJSChart.jsandotherlibraryfiles.Settingthisoptionissometimesnecessarywhenthelibrarycannotfindthetaginthepageheaderduetodynamicloadingorinclusionintheofthepage.META"content"attribute:PathtodirectorycontainingEJSChartfiles,i.e.content="/EJSChart/"

《ProgramminginLua》的翻译由www.luachina.net完成。
本站已经征得作者Mr.RobertoIerusalimschy的同意，可以翻译他的著作并在本站发布，本书的版权归Mr.RobertoCopyright©2003-2004RobertoIerusalimschy.Allrightsreserved.Thisonlinebookisforpersonaluseonly.Itcannotbecopiedtootherwebsitesorfurtherdistributedinanyform.Ierusalimschy所有，有关版权请参考下面引自官方网站的声明，未经许可不得擅自转贴或者以任何形式发布本书，否则后果自负。

nmanydataanalysistasks,oneisoftenconfrontedwithveryhighdimensionaldata.Featureselectiontechniquesaredesignedtofindtherelevantfeaturesubsetoftheoriginalfeatureswhichcanfacilitateclustering,classificationandretrieval.Thefeatureselectionproblemisessentiallyacombinatorialoptimizationproblemwhichiscomputationallyexpensive.Traditionalfeatureselectionmethodsaddressthisissuebyselectingthetoprankedfeaturesbasedoncertainscorescomputedindependentlyforeachfeature.Theseapproachesneglectthepossiblecorrelationbetweendifferentfeaturesandthuscannotproduceanoptimalfeaturesubset.InspiredfromtherecentdevelopmentsonmanifoldlearningandL1-regularizedmodelsforsubsetselection,weproposehereanewapproach,called{\emMulti-Cluster/ClassFeatureSelection}(MCFS),forfeatureselection.Specifically,weselectthosefeaturessuchthatthemulti-cluster/classstructureofthedatacanbebestpreserved.Thecorrespondingoptimizationproblemcanbeefficientlysolvedsinceitonlyinvolvesasparseeigen-problemandaL1-regularizedleastsquaresproblem.ItisimportanttonotethatMCFScanbeappliedinsuperised,unsupervisedandsemi-supervisedcases.Ifyoufindthesealgoirthmsuseful,weappreciateitverymuchifyoucanciteourfollowingworks:PapersDengCai,ChiyuanZhang,XiaofeiHe,"UnsupervisedFeatureSelectionforMulti-clusterData",16thACMSIGKDDConferenceonKnowledgeDiscoveryandDataMining(KDD'10),July2010.BibtexsourceXiaofeiHe,DengCai,andParthaNiyogi,"LaplacianScoreforFeatureSelection",AdvancesinNeuralInformationProcessingSystems18(NIPS'05),Vancouver,Canada,2005Bibtexsource

Android官方API文档完整版,内容参考：onBindpublicfinalIBinderonBind(Intentintent)从类Service复制的描述Returnthecommunicationchanneltotheservice.Mayreturnnullifclientscannotbindtotheservice.ThereturnedIBinderisusuallyforacomplexinterfacethathasbeendescribedusingaidl.Notethatunlikeotherapplicationcomponents,callsontotheIBinderinterfacereturnedheremaynothappenonthemainthreadoftheprocess.MoreinformationaboutthiscanbefoundinApplicationFundamentals:ProcessesandThreads.指定者：类Service中的onBind参数：intent-TheIntentthatwasusedtobindtothisservice,asgiventoContext.bindService.NotethatanyextrasthatwereincludedwiththeIntentatthatpointwillnotbeseenhere.返回：ReturnanIBinderthroughwhichclientscancallontotheservice.

IT项目管理（英文版.第四版）/（美）施瓦尔布（Schwalbe，K.）著.—北京:机械工业出版社，2006.7（经典原版书库）课后习题答案语言——英文Class130613Team3MadeByWangWanHongorganizationscollectandcontrolanentiresuiteofprojectsorinvestmentsasonesetofinterrelatedactivitiesinaportfolio.Theprojectportfoliomanagementingeneralisdividedintofivelevels,fromthesimpletothecomplexare:1]Putalltheitemsintoadatabase2Settingprioritiesfortheitemsinthedatabase3]Accordingtothedifferenttypeofinvestment,theseitemsweredividednto2-3Budget4RunKnowledgebaseautomatically5ApplythemodernPortfolioTheory7.WhataretheskillsrequiredforProjectManagers?Answer:Projectmanagersneedawidevarietyofskills.Theyneedbothhard"andsoftskillsHardskillsincludeproductknowledgeandknowinghowtousevariousprojectmanagementtoolsandtechniquesoSoftskillsincludebeingabletoworkwithvarioustypesofpeople.1)Communicationskills:Listens,persuades2)Organizationalskills:Plans,setsgoals,analyzes3)Team-buildingskills:Showsempathy(同感,共鸣),motivates,promotesespritdecorps4)Leadershipskills:Setsexamples,providesvision(bigpicture),delegatespositive,energetic5]Copingskills:Flexible,creative,patient,persistent6Technologyskills:Experience,projectknowledge8.ExpandPMiandPMP?AnswerPMI:ProjectManagementInstitutePMP:ProjectManagementProfessionaChapter-21.ExplainSystemApproachofProjectmanagement?AnswersSystemsapproachdescribesaholistic(A])andanalyticalapproachtoPage3Class130613Team3MadeByWangWanHongsolvingcomplexproblemsThreepartsinclude:Systemsphilosophy:Viewthingsassystems,whichareinteracting(fh互作用)componentsthatworkwithinanenvironmenttofulfillsomepurposeSystemsanalysisisaproblem-solvingapproach1)Definethescopeofthesystem2Divideintocomponents3Identifyandevaluatingsystemproblems,opportunities,constraintsandneeds4]Examinealternativesolutionforimprovingthecurrentsituation5)Identify(f)ansolutionoractionplanandexaminethatplanagainsttheentiresySystemsmanagement:Addressbusiness,technological,andorganizationalissuesassociatedwithcreating,maintaining,andmakingchangestosystems1Identifyandsatisfythekeystakeholders2Doingthebestfortheorganization2.Whatarethethreebasicorganizationalstructures?Answer:Threegeneralclassificationsoforganizationalstructuresarefunctional,project,andmatrix.Afunctionalorganizationalstructureisthehierarchy.Functionalmanagersorvicepresidentsinspecialtiesreporttotheceo.Thestaffshavespecializedskills.Aprojectorganizationalstructurealsohasahierarchicalstructure,buttheirprogrammanagersreporttotheceoAmatrixorganizationalstructurerepresentsthemiddlegroundbetweenfunctionalandprojectstructures3.DrawandexplainthephasesofthetraditionalprojectLifeCycle?Answer:Page4Class130613Team3MadeByWangWanHongProjectFeasibilityProjectAcquisitionConceptDevelopmentImplementationClose-outFigurePhasesofthetraditionalprojectlifecycleIntheconceptphaseofaproject,managersusuallybrieflydescribetheproject-theydevelopaveryhigh-levelorsummaryplanfortheproject,whichdescribestheneedforprojectandbasicunderlyingconceptInthedevelopmentphase,theprojectteamcreatesmoredetailedprojectplans,amoreaccuratecostestimate,andamorethoroughwbsIntheImplementationphase,theprojectteamcreatesadefinitiveorveryaccuratecostestimate,deliverstherequiredwork,andprovidesperformancereportstostakeholdersIntheclose-outphase,alloftheworkiscompleted,andthereshouldbesomesortofcustomeracceptanceoftheentireproject4.Whatarephaseexits?Answer:phaseexitsarethephase-endreviewofkeydeliverablesthatallowtheorganizationtoevaluatetheprojectsperformanceandtotakeimmediateactiontocorrectanyerrorsorproblems5.Howcantopmanagementhelpprojectmanagers?Answer:TopmanagementcanhelpprojectmanagersinthefollowingwaysTheprojectmanagerneedsadequate(足够的)resourcesThebestwaytokillaprojectistowithhold(E)therequiredmoney,humanresources,andvisibilityfortheproject.Iftheprojectmanagershavetopmanagementcommitment,theywillalsohaveadequateresourcesandnotbedistractedbyeventsthatdonotaffecttheirspecificprojectsProjectmanagersoftenrequireapprovalforuniqueprojectneedsinatimelymannerProjectmanagersmusthavecooperationfrompeopleinotherpartsofthePage5Class130613Team3MadeByWangWanHongorganizationProjectmanagersoftenneedsomeonetomentorandcoachthemonleadershipissuesChapter-31.ExplainProjectmanagementprocessgroups?AnswerInitiatingPlanningExecutingandControllingClosingProcessProcessProcessProcessProcessGroupGrouproupGroupGroupActivityStartFinishTimeMonitoringInitiatingExecutingandClosingControllig∩,,PlanningkProjectmanagementprocessgroupsprogressfrominitiationactivitiestoplanningactivities,executingactivities,monitoringandcontrollingactivities,andclosingactivities.Initiatingprocessesincludedefiningandauthorizingaprojectorprojectphase.Planningprocessesincludedevisingandmaintainingaworkablescheme.ExecutingprocessesincludecoordinatingpeopleandotherresourcesMonitoringandcontrollingprocessesincluderegularlymeasuringandmonitoringprogresstoensurethattheprojectteammeetstheprojectobjectives.ClosingprocessesincludeformalizingacceptanceoftheprojectorprojectphaseandendingitefficientlyPage6Class130613Team3MadeByWangWanHongChaptter-41.DrawProjectManagementFramework?Answer:TheProjectManagementFrameworkisProjectPortfolioProject1Project9KnowledgeAreasToolsandProject3EySEnterpriseProject4uccessCorefunctionstechniquesProject5TimeCostQualityProject6MatMgt.MgtMat1gProjectIntegrationManagementProjectStakeholders'SuccessedsandexpectatonsHRComm.RiskProcure.G++MatMatMgtMatFacilitatingFunctions2.ListthevariousProjectIntegrationManagementProcesses?Answer1)Developtheprojectcharter,whichinvolvesworkingwithstakeholderstocreatethedocumentthatformallyauthorizesaproject-thecharter2)Developthepreliminaryprojectscopestatement,whichinvolvesurtherworkwithstakeholders,especiallyusersoftheproject'sproducts,services,orresults,todevelopthehigh-levelscoperequirements.Theoutputofthisprocessistheprocessisthepreliminaryprojectscopestatement3Developtheprojectmanagementplan,whichinvolvescoordinatingallplanningeffortstocreateaconsistent,coherentdocument-theprojectmanagementplan4Directandmanageprojectexecution,whichinvolvescarryingouttheprojectmanagementplanbyperformingtheactivitiesincludedinit.Theoutputsofthisprocessaredeliverables,requestedchanges,workperformanceinformation,implementedchangerequest,correctiveactions,preventiveactions,anddefectrepair.5)Monitorandcontroltheprojectwork,whichinvolvesoverseeingPage7Class130613Team3MadeByWangWanHongprojectworktomeettheperformanceobjectiveoftheproject.Theoutputsofthisprocessarerecommendeddefectrepair,andrequestedchanges6)Performintegratedchangecontrol,whichinvolvescoordinatingchangesthataffecttheproject'sdeliverablesandorganizationalprocessassets.Theoutputsofthisprocessincludeapprovedandrejectedchangerequests,approvedcorrectiveandpreventiveactions,approvedandvalidateddefectrepair,deliverables,andupdatestothepIrojectmanagementplanandprojectscopestatement.7Closetheproject,whichinvolvesfinalizingallprojectactivitiestoformallyclosetheprojectOutputsofthisprocessincludefinalproducts,services,orresults,administrativeandcontractclosureprocedures,andupdatestoorganizationalprocessassets3.WhatisSWotanalysis?Answer:SWOTAnalysisisastrategicplanningmethodusedtoevaluatetheStrengths,Weaknesses,Opportunities,andThreatsinvolvedinaprojectorinabusinessventure.Itinvolvesspecifyingtheobjectiveofthebusinessventureorprojectandidentifyingtheinternalandexternalfactorsthatarefavorableandunfavorabletoachievingthatobjective4.WhatisaProjectcharterdocument?Answer:Aprojectcharterisadocumentthatformallyrecognizestheexistenceofaprojectandprovidesdirectionontheproject'sobjectivesandmanagement5.Whatisscopestatementdocument?Answer:ScopeStatementisadocumentfortherighttoreachacommonunderstandingofprojectscopeaswellastheconfirmation.Itdescribesindetailwhatworkshouldbeaccomplishedintheproject,andisanimportanttooltopreventthespreadofthescope.Scopestatementshouldincludetheoverallprojectobjectivesanddescription,productdescription,allprojectdeliverables,aswellasasynthesisofthedeterminantsofsuccessoftheprojectdescriptions6.Whatisscopecreeps?Answer:Scopecreepisthetendencyofaprojecttoincludemoretasksortoimplementmoresystemsthanoriginallyspecified,whichoftenleadstoPage8Class130613Team3MadeByWangWanHonghiigherthanplannedprojectcostsandanextensionoftheinitialimplementationdate.Inotherwordsitbasicallymeansafeaturethatwasinitiallythoughttobesimplethat'sexplodinginscale7.Whatarethecommonelementsofaprojectmanagementplan?AnsweroIntroductionoroverviewoftheproject1)Projectname2Projectdescriptionitsneed3Sponsor'sname4NamesofthePMProjectTeamdEliverables6Listofreferencematerials7)ListofdefinitionsandacronymsoDescriptionofhowtheprojectisorganizedOrganizationalcharts2Projectresponsibilities3Otherorganizationalorprocess-relatedinformationManagementandtechnicalprocessesusedontheproject1)ManagementobjectivesProjectControls3RiskManagement4staffing5TechnicalProcessesoWorktobedone,schedule,andbudgetinformation1)Majorworkpackages2)Keydeliverables3)Otherwork-relatedinformation4Summaryschedule5Detailedschedule6Otherschedule-relatedinformation7Summarybudgets8Detailedbudget9)OtherbudgetrelatedinformationPage9Class130613Team3MadeByWangWanHong8.Whatisstakeholderanalysis?Answer:Stakeholderanalysisisanimportanttechniqueforstakeholderidentificationanalyzingtheirneeds.Itisusedtoidentifyallkeystakeholderswhohavevestedinterestintheissueswithwhichtheprojectisconcerned.Theaimofstakeholderanalysisprocessistodevelopastrategicviewofthehumanandinstitutionallandscape,andtherelationshipsbetweenthedifferentstakeholdersandtheissuestheycareaboutmost9.ExplainCCBsAnswer:CCBisaChangeControlBoardforshort.CCBsprovideguidelinesforpreparingchangerequests,evaluatechangerequests,andmanagetheimplementationofapprovedchanges10.Explain48-hourspolicy?Answer:A"48-hourpolicy"canhelptaskleadersonalargeinformationtechnologyprojectreachagreementsonkeydecisionsorchangeswithintheirexpertiseandauthority.Itallowsprojectteammemberstomakeadecisionandhave48hourstoseekapprovalfromtopmanagement.Iftheteamdecisioncannotbeimplemented,managementhas48hourstoreverseadecision;otherwise,theteamsdecisionisapprovedChapter-51.WhatisProjectScopeManagement?Answer:Projectscopemanagementisthedefinitionaboutwhatisincludedandwhatisnotincludedintheprojectandtheprocessofcontrolling.Thisprocessensuresthattheprojectteamandstakeholdershaveacommonunderstandingoftheprojectproductsastheprojectresultandtheprocessesusedinproducingtheseproducts.Themainprocessesare:Scopeplan;Scopedefinition;CreateWBS;Scopeconfirm;Scopecontrol2.ListthevariousProjectscopemanagementProcesses?AnswereScopeplanningDecidinghowthescopewillbedefined,verified,andcontrolledandhowthewbswillbecreatedPage10

TheconnectedJ-Linkisdefective,Properoperationcannotbeguaranteed.......可以解决这个错误，直接把这个压缩包解压后替换掉keil当中的keil_v5/ARM/Segger目录即可

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。