http://www.amazon.com/Foundations-Python-Network-Programming-Brandon/dp/1430258543这本书是2014年底出版的，基于最新的python3.4版本。
配书源码链接https://github.com/brandon-rhodes/fopnp目录Chapter1:IntroductiontoClient-ServerNetworkingChapter2:UDPChapter3:TCPChapter4:SocketNamesandDNSChapter5:NetworkDataandNetworkErrorsChapter6:TLS/SSLChapter7:ServerArchitectureChapter8:CachesandMessageQueuesChapter9:HTTPClientsChapter10:HTTPServersChapter11:TheWorldWideWebChapter12:BuildingandParsingE-MailChapter13:SMTPChapter14:POPChapter15:IMAPChapter16:TelnetandSSHChapter17:FTPChapter18:RPCInstead,thisbookfocusesonnetworkprogramming,usingPython3foreveryexamplescriptandsnippetofcodeatthePythonprompt.Theseexamplesareintendedtobuildacomprehensivepictureofhownetworkclients,networkservers,andnetworktoolscanbestbeconstructedfromthetoolsprovidedbythelanguage.ReaderscanstudythetransitionfromPython2toPython3bycomparingthescriptsusedineachchapterofthesecondeditionofthisbookwiththelistingshereinthethirdedition—bothofwhichareavailableathttps://github.com/brandon-rhodes/fopnp/tree/m/thankstotheexcellentApresspolicyofmakingsourcecodeavailableonline.ThegoalineachofthefollowingchaptersissimplytoshowyouhowPython3canbestbeusedtosolvemodernnetworkprogrammingproblems.

图片自动播放，主窗体中负责对相关功能进行设置，子窗体中负责对显示所打开文件夹的图片按照一定的时间进行显示。

winform在pictureBox控件上绘制矩形框，鼠标点击可拖拽，伸缩

本书是Photoshop名人堂图像处理大师及畅销书“Photosho修色圣典”系列作者DanMargulis的力作，全面详细地介绍了以PicturePostcardWorkflow（PPW）面板为核心的现代照片色彩修正流程和技巧。
本书图文并茂、内容丰富，在全新色彩修正理念的基础上，介绍了PPW面板中诸多动作以及命令的颠覆性使用技巧，内容涉及：检测原片与色彩分析、ColorBoost动作、阴影/高光命令、MMM动作、H-K动作、色彩模糊、锐化等。
通过在Photoshop、Lab以及CameraRaw中使用以上技巧，实现照片质量在极短时间内的极大提升。
此外，本书还对修正天空、肖像和高对比度等高难度照片等进行了有针对性的介绍。
深入理解和掌握这些技巧后，只需一到三分钟，就能将平淡无奇的照片处理成明信片级别的照片。
即使面对海量照片，也能轻松搞定。

MathCastisanequationeditor,anapplicationthatallowsyoutoinputmathematicalequations.Theseequationscanbeusedinwrittendocuments,webpages,databases,etc.Theycouldberenderedgraphicallytothescreen,topicturefiles,ortoMathML-today'sleadingstandardlanguagefordescribingmathematics.

程序编译环境是VS2015+OPENCV2.4.13,;功能描述：在软件的Picture控件区域显示视频，视频可以在播放的同时进行缩放而Picture控件的大小不变。

基于VS2017MFC界面编程，把OpenCVimshow与picturecontrol绑定在一起，可以显示图片，使用OpenCV对图片进行处理并显示。

vb用picturebox实现图片放大缩小鼠标拖放滚轮缩放这个测试程序满足基本要求,如有更高的要求可61303072qq联系本人（滚轮是需要按住ctrl键然后按鼠标滚轮就可以了。
可以在代码里屏蔽ctrl键的判断）

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

《PowerBuilder9.0进阶开发篇》（实例与技巧篇）配书光盘使用说明本光盘内容为本书所有实例的源代码。
如下：第1章窗口、控件与界面1.1类Outlook工具栏界面实现--Outlook1.2制作Splash窗口--Splash1.3制作美观的状态条--StatusBar1.4创建图标栏应用--Systray1.5MDI窗口显示背景图片--MDIBmp1.6窗口中控件显示ToolTips--ToolTips1.7打造不一样的命令按钮--PictureButton1.8透明文本的实现--TransparentST1.9导航图界面的制作--FlowChat1.10制作图文并茂的菜单--BmpMenu1.11窗口内控件大小与窗口大小同步--Autosize1.12动态创建控件--DynamicControl1.13控件融合技术--SplitBar第2章数据窗口2.1数据窗口PDF格式文档输出--PDF2.2数据窗口组合条件查询--Query2.3数据窗口通用排序--UniversalSort2.4数据窗口通用显示列定制窗口的实现--ColumnVisible2.5数据窗口中实现增量查询--zlcx2.6数据窗口的多表更新--UpdateMultable2.7单击标题栏对数据窗口排序--TitleSort2.8动态数据窗口--DynamicDataWindow2.9复合数据窗口--AddTitle2.10数据窗口打印处理--PrintPreview/PrintPreview3（PrintPreview和PrintPreview3内容是相同的，但在实现上有些区别）2.11数据窗口统计图类型的动态改变--GraphType2.12数据窗口统计图数值动态显示的实现--GraphValue2.13数据窗口中按钮的封装--DwButton第3章PowerScript3.2实现客户端程序的自动升级--CSUPgrade3.3进制转换--NumberConvert3.4注册表函数应用--Regedit3.5人民币大写转换函数--AmountUppder3.6在应用程序中关闭外部程序--CloseApp3.7在应用程序中启动控制面板项目--RunControl3.8非Tab分隔符文本文件导入数据窗口--ImportFile3.9编译后的程序带参数运行--CommandParm3.10取当月的最后一天函数--GetLastDay3.11限制同一程序多次运行--OnlyOnce本章所使用的资源文件--pic第4章数据库与SQL4.2PowerBuilder+ASA8的C/S编程--Client-Server4.4动态SQL及其应用--DynamicSQL4.5存取二进制大对象--Blob4.6PowerBuilder应用取服务器时间--GetServerTime4.7PowerBuilder扩展属性系统表及其应用--SystemTable4.8连接任意ODBC数据源--ODBCList4.9可定制参数的数据库连接--ServerSet第5章打印专题通用打印例子--Print第6章用户对象6.1.1创建定制的用户对象（创建弹压式按钮）--ToggleButton6.1.2创建标准的可视用户对象（扩展的数据窗口）--Datawindow6.1.3创建可视外部用户对象（状态条）--StatusBar6.2.2创建通用不可视用户对象（FTP应用）--Ftp第7章API7.2.1改变窗口的显示风格--ChangeWindow7.2.2使窗口的图片透明化--TransW

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。