基于OpenCV的智能视频监控系统设计，使用VS2010和OpenCV2.4.9完成系统设计，压缩包包含整个solution。
在安装好VS2010和配置好OpenCV包含等的情况下，可以直接加压缩，点击.sln文件打开整个项目。
压缩包内容为智能视频监控的整个project（包含源码）。
具体实现方法是利用帧差法获得差分图像，分析差分图像得出物体运动的轨迹和拍照录像与警报等。

HomeDepot技术面试作业要运行此程序，请按照下列步骤操作：克隆此存储库，并将其放入cd。
cdKata04antbuildjava-Dfile.encoding=UTF-8-classpath./binmain.java.Solution

Amethodofestimatingtherelativeclocksbetweentwospaceborneglobalpositioning.system(GPS)receiversbasedonthesingle-difference(SD)observationsisinvestigatedin.thispaper.Especially,theadvantagesofintroducingadouble-difference(DD)solution.constraint,includingtheorbitsandambiguities,arediscussedwiththesimulateddata.andtherealdataofGravityRecoveryAndClimateExperiment(GRACE)satellites.The.theoreticalaccuracyanalysisshowsthattheaccuracyofthere

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Introduction_to_Robotics_Mechanics_and_Control（第三版）机器人学导论（原书第3版）_（美）HLHNJ.CRAIG著贠超等译JJ.craig的《机器人学导论》（第三版）课后习题答案Book-Solution_Manual_for_Introduction_to_Robotics_Mechanics_and_Controlintroduction_to_robotics_mechanics_and_control_3rd_edition_书签

6WIND-OVS介绍

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

ks科傻COSA地面控制系统6.0软件具有在世界空间直角坐标系(WGS-84)进行三维向量网平差（无约束平差和约束平差）、在椭球面上进行卫星网与地面网三维平差、在高斯平面坐标系进行二维联合平差、针对工程独立网的固定一点一方向的平差、高程拟合等功能，并带有常用的工程测量计算工具，可以实现各种坐标转换。
可以自动读取天宝TGO/TTC、徕卡LGO、拓扑康Pinnacle、泰雷兹Solution、Gamit、中海达GPS、南方测绘GPS、华测GPS等软件输出的基线向量文件，按同步观测时段进行文件管理和格式转换，自动计算同步环和异步环闭合差，进行反复基线比较。

Digital+Image+processing+Gonzalez+-+Solution+Manual+(3rd+edition).pdf

c++与Qt串口通讯solution示例,解压后可以直接运转（vs2013+Qt5.5.1)

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。