最新版本（V2.2.5）的smali转dex工具，及dex转smali工具。
Dex2Smali：java-jarbaksmali-2.2.5.jar-o[输出文件夹]dex文件Smali2Dex：java-jarsmali-2.2.5.jar-o目标dex文件[smali文件夹]

ARM英文全称AdvancedRISCMachines，是微处理器行业的一家知名企业，设计了大量高性能、廉价、耗能低的RISC处理器、相关技术及软件。
技术具有性能高、成本低和能耗省的特点。
适用于多种领域，比如嵌入控制、消费/教育类多媒体、DSP和移动式应用等。
GPU英文全称GraphicProcessingUnit，中文翻译为“图形处理器”。
GPU是相对于CPU的一个概念，由于在现代的计算机中图形的处理变得越来越重要，需要一个专门的图形的核心处理器。
   ARM今天宣布推出ARMMali-300GPU，支持OpenGLES2.0,为入门级和中端消费电子设备带来高清（HD）

AquelarreAquelarre是用于制作简约Web应用程序的DSL。
它比类似的软件更具简约性，因为：仅实现：GET，POST，PUT，PATCH和DELETEHTTP方法。
每个请求均由（任何语言的）自定义脚本处理，其参数作为脚本参数传递，其主体JSON有效负载作为stdin传递。
响应仅是JSON格式，必须是脚本的标准输出。
正在安装克隆仓库并继续执行以下操作：gitclonehttps://github.com/domandlj/aquelarre.gitcdaquelarre运行安装程序（仅适用于MacOS，Linux和Termux。
）。
chmod+xinstall.shsudo./install.sh就是这样，您现在可以运行自己的aquelare.re脚本，例如aquelarrescript.reAquelarre提示

基于Tensorflow实现BN（BatchNormalization）的代码，供大家参考！！

odex和apk合成dex一、APK生成odex文件方法:编译开源GIT上的build/tools/dexpreopt/dexopt-wrapper这个，使用dexopt-wrapper即可，操作步骤将dexopt-wrapper放到/data/local目录中，使用adbshell执行linux命令行，使用cd命令进入/data/local目录，cd/data/local./dexopt-wrapperandroid123.apkandroid123.odex二、合并odex和少dex的apk为完整的apk文件1.需要odex所在rom中的一些引用类，一般在/system/framework目录中2.通过odex生成class文件java-jarbaksmali-1.2.6.jar-xandroid123.odex执行完上面这行命令后，会生成一个out文件夹里面是android123.odex的class文件。
主意，最好把odex文件放到framework目录下执行上面的命令，免得报缺少类文件的错误。
3.通过class生成classes.dex文件。
java-Xmx512M-jarsmali-1.2.6.jarout-oclasses.dex4.将classes.dex放到apk文件因为apk是zip的mime编码类型，使用winzip或winrar直接拖入到apk改名为zip的压缩包中即可。
5.不要忘记了签名，使用jdk中的arsigner和keytool打包重新签名即可。

注：当前是1.0.0.558官方版，Android反编译（apktool+smail2java）。
smali2java是一个将smali代码反编译成java代码的工具。
什么是smali？smali是将Android字节码用可阅读的字符串形式表现出来的一种语言，可以称之为Android字节码的反汇编语言。
使用baksmali或apktool可以将Android应用程序包（apk或jar）反编译为smali代码。

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

Aneweditionofthebestsellingguide-nowupdatedtocoverthelatesthacksandhowtopreventthemIt'sbadenoughwhenahackoccurs-stealingidentities,bankaccounts,andpersonalinformation.Butwhenthehackcouldhavebeenpreventedbytakingbasicsecuritymeasures-liketheonesdescribedinthisbook-somehowthatmakesabadsituationevenworse.ThisbeginnerguidetohackingexaminessomeofthebestsecuritymeasuresthatexistandhasbeenupdatedtocoverthelatesthacksforWindows7andthenewestversionofLinux.OfferingincreasedcoverageofWebapplicationhacks,databasehacks,VoIPhacks,andmobilecomputinghacks,thisguideaddressesawiderangeofvulnerabilitiesandhowtoidentifyandpreventthem.Plus,you'llexaminewhyethicalhackingisoftentimestheonlywaytofindsecurityflaws,whichcanthenpreventanyfuturemaliciousattacks.Exploresthemalicioushackers'smindsetsothatyoucancounteractoravoidattackscompletelyCoversdevelopingstrategiesforreportingvulnerabilities,managingsecuritychanges,andputtinganti-hackingpoliciesandproceduresinplaceCompletelyupdatedtoexaminethelatesthackstoWindows7andthenewestversionofLinuxExplainsethicalhackingandwhyitisessential"HackingForDummies,3rdEdition"showsyouhowtoputallthenecessarysecuritymeasuresinplacesothatyouavoidbecomingavictimofmalicioushacking.

%Thisfoldercontainsacollectionof"fitting"functions.%(Somehasdemooptions-thethirdsection)%TheGENERALinputtothefunctionsshouldbesamplesofthedistribution.%%forexample,ifwearetofitanormaldistribution('gaussian')withamean"u"andvaraince"sig"^2%thenthesampleswilldistributelike:%samples=randn(1,10000)*sig+u%%fittingwithLeast-Squaresisdoneonthehistogramofthesamples.%fittingwithMaximumlikelihoodisdonedirectlyonthesamples.%%%Contentsofthisfolder%=======================%1)Maximumlikelihoodestimators%2)Leastsquaresestimators%3)EMalgorithmforestimationofmultivariantgaussiandistribution(mixedgaussians)%4)addedfolders:Create-whichcreatesamplesfortheEMalgorithmtest%Plot-usedtoploteachofthedistributions(parametricplot)%%%%%%Maximumlikelihoodestimators%=============================%fit_ML_maxwell-fitmaxwelliandistribution%fit_ML_rayleigh-fitrayleighdistribution%(whichisforexample:sqrt(abs(randn)^2+abs(randn)^2))%fit_ML_laplace-fitlaplacedistribution%fit_ML_log_normal-fitlog-normaldistribution%fit_ML_normal-fitnormal(gaussian)distribution%%NOTE:allestimatorsareefficientestimators.forthisreason,thedistribution%mightbewritteninadifferentway,forexample,the"Rayleigh"distribution%isgivenwithaparameter"s"andnot"s^2".%%%leastsquaresestimators%=========================%fit_maxwell_pdf-fitsagivencurveofamaxwelliandistribution%fit_rayleigh_pdf-fitsagivencurveofarayleighdistribution%%NOTE:thesefitfunctionareusedonahistogramoutputwhichislikeasampled%distributionfunction.thegivencurveMUSTbenormalized,sincetheestimator%istryingtofitanormalizeddistributionfunction.%%%%%MultivariantGaussiandistribution%==================================%fordemoof1

mingw-w64，MinimalistGNUforWindows，也可以自己下

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。