HTTPS（SecureHypertextTransferProtocol）安全超文本传输协议它是一个安全通信通道，它基于HTTP开发，用于在客户计算机和服务器之间交换信息。
它使用安全套接字层(SSL)进行信息交换，简单来说它是HTTP的安全版。
在使用https协议不管是服务器端还是客户端都需要使用到ca证书来进行访问。
一般来说，性能测试为所常见的为客户端使用https打开页面的方式。
在这个情况下，首先是处理https访问过程中的证书1. 证书的准备常见的证书为：*.pfx格式，该种格式的证书可以通过双击运行安装到IE浏览器上。
用户在访问的时候就可以使用到。
但这种证书并不是LoadRunner所使用的类型，因此需要对其进行转换。
将其转换为*.pem格式。
转换方法如下： 安装openssl后 运行C:\/bin文件夹的openssl二进制文件，它将启动OpenSSL命令提示符 执行以下命令：pkcs12-inD:\test1.pfx-outD:\test01.pem–nodes 执行后，将会在指定目录生成test01.pem文件，这个文件将会在下一个步骤，对LoadRunner进行配置的时候使用到。
2．LR配置启动LoadRunner，打开RecordingOption选项。
留意红色框中的选项。
选择后，单击NewEnty红框中的配置为服务器的ip和端口号，按照测试所需要的实际地址进行配置就可以配置后，将Usespecifiedclient-sidecertificate[Base64/PEM]钩选，为使用客户端证书访问。
单击...选择刚刚转换生成的客户端证书。
如果你为证书有设置密码，在这里也需要输入。
到此为止所有与http区别的配置就完成了。
录制后，可以在脚本的开始，看到LoadRunner新生成的语句web_set_certificate_ex("CertFilePath=test01.pem", "CertFormat=PEM", "KeyFilePath=test01.pem", "KeyFormat=PEM", "Password=123456", "CertIndex=1", LAST);下面的操作和普通的页面性能测试一样。

Ex_DirectUI2.0扩展组件整理

1）如果单个文件解密运行quickbms.exe。
或运行quickbms_4gb_files.ex如果多个文件解密2）单击decryptmse.bms3）点击文件”。
MSE”4）选择输出文件夹

本资源引用于http://download.csdn.net/source/1156344我做了下改动，大家分享一下。
webService服务地址：http://www.webxml.com.cn/WebServices/WeatherWebService.asmx privatestaticStringgetSoapRequest1(Stringcity){ try{ InputStreamReaderisr=newInputStreamReader(newFileInputStream( "WebRoot/weather.xml")); BufferedReaderreader=newBufferedReader(isr); StringBuffersoap=newStringBuffer(""); Stringtmp; while((tmp=reader.readLine())!=null){ soap=soap.append(tmp); } reader.close(); isr.close(); returnsoap.toString().replace("${city}$",city); }catch(Exceptionex){ ex.printStackTrace(); returnnull; } }

java_Ex석정석제

华硕EX-RX570-O4G的原版BIOS

《MATLAB法度圭表标准方案教程》电子教案+源码，假如喜爱请购书______________________________________________________代码代码\charray.m代码\charray.m代码\COMM.m代码\COMM.m代码\ex1_1.m代码\ex1_1.m代码\ex1_2.m代码\ex1_2.m代码\ex1_3.m代码\ex1_3.m代码\ex1_4.m代码\ex1_4.m代码\ex10_2.m代码\ex10_2.m代码\ex10_3.m代码\ex10_3.m代码\ex10_4.m代码\ex10_4.m代码\ex10_5.m代码\ex10_5.m代码\ex10_6.m代码\ex10_6.m代码\ex10_7.m代码\ex10_7.m代码\ex10_8.m代码\ex10_8.m代码\ex11_1.m代码\ex11_1.m代码\ex11_2.m代码\ex11_2.m代码\ex11_3.m代码\ex11_3.m代码\ex11_4.m代码\ex11_4.m代码\ex2_1.m代码\ex2_1.m代码\ex2_11.m代码\ex2_11.m代码\ex2_12.m代码\ex2_12.m代码\ex2_13.m代码\ex2_13.m代码\ex2_14.m代码\ex2_14.m代码\ex2_15.m代码\ex2_15.m代码\ex2_16.m代码\ex2_16.m代码\ex2_4.m代码\ex2_4.m代码\ex3_1.m代码\ex3_1.m代码\ex3_10.m代码\ex3_10.m代码\ex3_11.m代码\ex3_11.m代码\ex3_12.m代码\ex3_12.m代码\ex3_13.m代码\ex3_13.m代码\ex3_19.m代码\ex3_19.m代码\ex3_2.m代码\ex3_2.m代码\ex3_20.m代码\ex3_20.m代码\ex3_21.m代码\ex3_21.m代码\ex3_23.m代码\ex3_23.m代码\ex3_3.m代码\ex3_3.m代码\ex3_4.m代码\ex3_4.m代码\ex3_5.m代码\ex3_5.m代码\ex3_6.m代码\ex3_6.m代码\ex3_7.m代码\ex3_7.m代码\ex3_8.m代码\ex3_8.m代码\ex3_9.m代码\ex3_9.m代码\ex4_2.m代码\ex4_2.m代码\ex4_3.m代码\ex4_3.m代码\ex5_1.m代码\ex5_1.m代码\ex5_10.m代码\ex5_10.m代码\ex5_11.m代码\ex5_11.m代码\ex5_12.m代码\ex5_12.m代码\ex5_13.m代码\ex5_13.m代码\ex5_14.m代码\ex5_14.m代码\ex5_15.m代码\ex5_15.m代码\ex5_16.m代码\ex5_16.m代码\ex5_17.m代码\ex5_17.m代码\ex5_18.m代码\ex5_18.m代码\ex5_19.m代码\ex5_19.m代码\ex5_2.m代码\ex5_2.m代码\ex5_20.m代码\ex5_20.m代码\ex5_21.m代码\ex5_21.m代码\ex5_22.m代码\ex5_22.m代码\ex5_23.m代码\ex5_23.m代码\ex5_24.m代码\ex5_24.m代码\ex5_25.m代码\ex5_25.m代码\ex5_26.m代码\ex5_26.m代码\ex5_27.m代码\ex5_27.m代码\ex5_3.m代码\ex5_3.m代码\ex5_4.m代码\ex5_4.m代码\ex5_5.m代码\ex5_5.m代码\ex5_6.m代码\ex5_6.m代码\ex5_7.m代码\ex5_7.m代码\ex5_8.m代码\ex5_8.m代码\ex5_9.m代码\ex5_9.m代码\ex6_13.m代码\ex6_13.m代码\ex6_15.m代码\ex6_15.m代码\ex7_1.m代码\ex7_1.m代码\ex7_2.m代码\ex7_2.m代码\ex7_3.m代码\ex7_3.m代码\ex7_4.m代码\ex7_4.m代码\ex7_5.m代码\ex7_5.m代码\ex7_6.m代码\ex7_6.m代码\ex7_7.m代码\ex7_7.m代码\ex8_3.m代码\ex8_3.m代码\ex8_4.m代码\ex8_4.m代码\ex8_7.m代码\ex

============鼻残缺Nosecomplete是一个鼻子插件，用于从召唤行实现测试模块/类/方式/成果。
Nosecomplete由两部份组成：一个名为“nosecomplete”的剧本以及一个挪用该剧本的外壳实现函数。
使用制表符补全的示例：%nosetestsutils/test_decorators.py:Testutils/test_decorators.py:TestCacheutils/test_decorators.py:TestRetry%nosetestsutils/test_decorators.py:TestRetry.utils/test_decorators.py:TestRetry.test_eventual_successutils/test_decorators.py:TestRetry.test_ex

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

cad经典LSP文件,各种应用实例如果您使用AutoCAD,下面的内容对您一定有协助。
在某些方面能大大提高您的工作效率。
下面的程序均以源程序方式给出，您可以使用、参考、修改它。
bg.lsp---表格自动生成asc.lsp---将文本文件内容写入图中，字符是单个的wf.lsp---将图中字符写入磁盘exstr.lsp---将字符串分解成单字pgtxt.lsp---将字符合成字符串pb.lsp---通过给出长度将字符串分成两个串cht.lsp---直接修改文字内容或块属性ct.lsp---对数字串进行加减chh.lsp---直接修改文字高度chhw.lsp---直接修改文字高宽比(针对PKPM软件将字符定位点改为左下角)chst.lsp---直接修改文字字体txt.shx---修改后的标准txt.shx文件。
(kuozhan.sld为增强的内容幻灯片)tiao.lsp---配合修改过的标准字体文件，将中文字符调大tiao1.lsp---配合修改过的标准字体文件，将英文字符调小untiao.lsp---上两个程序的复原sht.lsp---在图中查找字符串zhuang.lsp---桩点及钎探号绘制（勘测图）dim.lsp---配合JT.DWG将尺寸标注调成适合建筑结构设计(1:1)dimm.lsp---配合JT.DWG将尺寸标注调成适合建筑结构设计(1:100)di1.lsp～di8.lsp---直接连续标注尺寸(用于1:1的图)di100.lsp～di800.lsp---直接连续标注尺寸(用于1:100的图)　brk.lsp---将一线条在与其它线条相交处断开peditx.lsp---成批修改线条的线宽ex.lsp---分别或一起或通过层来炸开块、尺寸标注及PLINE线chcr.lsp---修改园和园弧的半径lay.lsp---通过点取层上一实体来实现层操作：删除/解冻/冻结bg0.lsp---直接将正负零标注在图纸中(建筑结构图用)bg1.lsp～bg4.lsp---标注各种标高hu.lsp---直接给出园弧长度jdx.lsp---截断线jdx2.lsp---双截断线bdgj.lsp---板底钢筋(土建结构图用)bdgj1.lsp,bdgj2.lsp---板顶钢筋(土建结构图用)dk1.lsp～dk8.lsp---配合PKPM软件生成的图绘洞口(基础留洞）gl1.lsp～gl8.lsp---配合PKPM软件生成的图绘过梁(结构平面图）gzz.lsp---构造柱绘制ACAD.LIN---增强的线型文件,扩充线型(线型比例为1)如下:XX--虚线(用于1:1的图)DHX--点划线(用于1:1的图)XX100--虚线(用于1:100的图)DHX100--点划线(用于1:100的图)ACAD.LSP---增强的ACAD启动文件,命令扩展如下:CHXX--将线型改为虚线(用于1:1的图)CHDHX--将线型改为点划线(用于1:1的图)CHXX100--将线型改为虚线(用于1:100的图)CHDHX100--将线型改为点划线(用于1:100的图)CHCON--将线型改为连续线CHC--直接修改实体的颜色其余详见ACAD.LSP的内容。
ACAD的命令缩写根据其使用的频率作了调整。
V--先执行ZOOME,再将当前视图存储，并调用ZOOMW此命令主要为"超级视图"做准备，"超级视图"妙处一用便知!建议使用显示卡自带的AutoCAD显示驱动增强后的ACAD.LSP能在状态行上显示当前文件名ACAD.MNU的改进:调整了光标菜单（共两页），并将最常用的捕捉方式定义在组合光标键上。

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。