王松桂著:广义逆矩阵及其应用广义逆矩阵的专门教程

北京航空航天大学出版社史峰等著遗传算法、蚁群算法、粒子群算法、免疫算法、退火算法、鱼群算法等30个的MATLAB案例分析

的要求：（1）掌握MySQL服务器安装方法（2）掌握MySQLAdministrator的基本使用方法（3）基本了解数据库及其对象实验准备：（1）了解MySQL安装的软硬件要求（2）了解MYSQL支持的身份验证模式（3）了解MySQL各组件的主要功能（4）基本了解数据库、表、数据库对象实验内容：1.安装MySQL服务器和MySQL界面工具安装MySQL界面工具。
（插入安装好的界面工具截图即可）

第8章课后习题及答案。
《自动控制原理（第二版）》课后答案(卢京潮著)西北工业大学出版社的。

作　　者：徐子珊著出版社：人民邮电出版社ＩＳＢＮ：9787115228376出版时间：2010-06-01版　　次：1页　　数：409装　　帧：平装开　　本：16开国内算法界著名学者、计算理论学组组长朱洪教授推荐。
　　本算法教材文笔顺畅，处理算法描述的两难问题有自己的特点，且具有丰富的C、C++和Java实现程序，这对读者学以致用很有帮助。
《算法设计、分析与实现从入门到精通：C、C++和Java》还有一个特点，文采甚好，如集腋成裘、化整为零、赢得舞伴等，生动形象，易于学习和理解。
《算法设计、分析与实现从入门到精通：C、C++和Java》插图也精美，如Hanoi塔图等，都给《算法设计、分析与实现从入门到精通：C、C++和Java》增色很多，让读者在兴趣中学习。
此书在应用性例题上，兼有中、英文描述题目，如环法自行车赛、牛牛玩牌、射雕英雄等例题。
这些例题来自ACM／ICPC，它们富有挑战性，可引起读者的学习兴趣。
　　38个经典范例，包括渐增型算法、分治算法、动态规划算法、贪婪算法、回溯算法、线性规划算法和计算几何等算法设计和实现技巧。
　　26个国际大学生程序设计竞赛真题的详细解析及算法的应用。
　　3种主流语言(C、C++和Java)实现算法范例程序。
内容简介　　《算法设计、分析与实现从入门到精通：C、C++和Java》第1章～第6章按算法设计技巧分成渐增型算法、分治算法、动态规划算法、贪婪算法、回溯算法和图的搜索算法。
每章针对一些经典问题给出解决问题的算法，并分析算法的时间复杂度。
这样对于初学者来说，按照算法的设计方法划分，算法思想的阐述比较集中，有利于快速入门理解算法的精髓所在。
一旦具备了算法设计的基本方法，按应用领域划分专题深入学习，读者可以结合已学的方法综合起来解决比较复杂的问题。
《算法设计、分析与实现从入门到精通：C、C++和Java》第7章的线性规划和第8章的计算几何是综合算法部分，通过学习这些内容，读者将进一步地学习更前沿的随机算法、近似算法和并行算法等现代算法设计方法和实战技巧。
　　《算法设计、分析与实现从入门到精通：C、C++和Java》特色是按照算法之间逻辑关系编排学习顺序，并对每一个经典算法，都给出了完整的C/C++/Java三种主流编程语言的实现程序，是一本既能让读者清晰、轻松地理解算法思想，又能让读者编程实现算法的实用书籍。
建议读者对照《算法设计、分析与实现从入门到精通：C、C++和Java》在计算机上自己创建项目、文件，进行录入、调试程序等操作，从中体会算法思想的精髓，体验编程成功带来的乐趣。
目录第1章集腋成裘——渐增型算法11.1算法设计与分析11.2插入排序算法41.2.1算法描述与分析41.2.2程序实现61.2.3应用——赢得舞伴301.3两个有序序列的合并算法321.3.1算法描述与分析321.3.2程序实现341.4序列的划分451.4.1算法描述与分析451.4.2程序实现461.5小结52第2章化整为零——分治算法532.1Hanoi塔问题与递归算法532.1.1算法的描述与分析532.1.2程序实现562.1.3应用——新Hanoi塔游戏592.2归并排序算法622.2.1算法描述与分析622.2.2程序实现632.2.3应用——让舞伴更开心692.3快速排序算法702.3.1算法描述与分析702.3.2程序实现722.4堆的实现792.4.1堆的概念及其创建792.4.2程序实现832.5堆排序882.5.1算法描述与分析882.5.2程序实现892.6基于二叉堆的优先队列942.6.1算法描述与分析942.6.2程序实现952.7关于排序算法1052.7.1比较型排序算法的时间复杂度1052.7.2C/C++/Java提供的排序函数(方法)1072.7.3应用——环法自行车赛1082.8小结109第3章记表备查——动态规划算法1113.1矩阵链乘法1123.1.1算法描述与分析1123.1.2程序实现1153.1.3应用——牛牛玩牌1213.2最长公共子序列1233.2.1算法描述与分析1233.2.2程序实现1263.2.3算法的应用1323.30-1背包问题1363.3.1算法描述与分析1363.3.2程序实现1383.3.3算法的应用1423.4带权有向图中任意两点间的最短路径1443.4.1算法描述与分析1

雷达不确定函数与模糊函数的MATLAB三维仿真图和等高仿真图，适合研究雷达模糊函数人员下载学习

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

这本书是国内最经典的信息论与编码的教材，由傅祖芸院士编著，本书系统地论述信息论与纠错编码的基本理论。
共有9章，内容包括：信息的定义和度量，离散信源和连续信源的信息熵，信道和信道容量，平均失真度和信息率失真函数，三个香农信息论的基本定理：无失真信源编码定理、限失真信源编码定理和信道编码定理，若干种常见实用的无失真信源压缩编码的方法，以及信道纠错编码的基本内容和分析方法。
本书深入浅出、概念清晰、系统性和可读性强。
高等教育电子信息类信息论与编码最好的教材之一，帮助大家更好学习，如果需要课后答案，可以私信我。

数字与模拟通信系统第八版（库奇著）中文版，通信原理入门读物

ArogyaswamiPaulraj和RohitNabar,DhananjayGore著的《IntroductiontoSpace-TimeWirelessCommunications》教材课件，原版的课件。
通俗易懂

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。