CiscoNexus9000ACIStudentGuide思科Nexus9000系列ACI培训手册

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

iOS12ProgrammingFundamentalswithSwift:Swift,Xcode,andCocoaBasics

vdhCoAppSetup-1.2.4有的人在官网无法下载，现给大家分享出来

最新https破解工具，支持TELNET,FTP,HTTP,HTTPS,HTTP-PROXY,LDAP,SMB,SMBNT,MS-SQL,MYSQL,REXEC,SOCKS5,VNC,POP3,IMAP,NNTP,PCNFS,ICQ,SAP/R3,Ciscoauth,Ciscoenable,SMTP-AUTH,SSH2,SNMP,CVS,CiscoAAA众多登陆方式的密码破解。

IOS开发中因为引入cocos2dx，导致代码审核不通过无法提交(ApplewillstopacceptingsubmissionsofappsthatuseUIWebViewAPIs)。
该问题的解决方案有两种：1）升级Cocos2dx的版本，在查看Cocoas官网及Cocoas论坛，cocoas在4.0修复了这个问题，如果可以更新到4.0以上，建议更新；
不想更新的话，可以修改UIWebView为WKWebView。
具体的修改方式使用以下的文件替换cocoas引擎中的UIWebViewImpl-ios.mm文件即可。

ciscoair-lap1131ag-c-k9瘦AP转胖AP固件c1130-k9w7-tar.124-10b.JDA3.tar

新兴技术研讨会：思科APIC-EM的网络可编程性CiscoAPIC-EM沙盒实例和凭据根据您的颜色编码区域，主要使用NetCADAPIC-EM沙盒环境：

新兴技术研讨会：思科APIC-EM的网络可编程性CiscoAPIC-EM沙盒实例和凭据主要使用基于颜色编码的NetAcadAPIC-EM沙盒环境地区：目标受众新兴技术研讨会是一种让学生接触最新互联网技术的短期实践经验。
在每一个研讨会上，你将学习新概念，了解它们如何在现实世界的设备上工作，并迅速为当今的就业市场开发新技能。
8小时的教学模式使教师能够灵活地为现在和以前的学生提供为期一天的研讨会，让他们接触最新技术。
网络可编程性与思科APIC-EM研讨会探讨了网络可编程性领域。
本研讨会探讨了网络可编程性的概念，并为学生提供了创建Python程序的机会，该程序与CiscoDevN

之前一直在CocoaChina上面潜水，虽然做iOS开发也快2年了，但是总觉得缺少了点什么。
以前查看英文API文档，有些细节总是记不住，每次看完之后也没什么印象。
忽然有一天有人向我抱怨说查看官方英文API文档太痛苦了，然后我就想如果我把一些常用的官方文档翻译为中文的话，或许可以帮助这批需要帮助的人，然后偶就心血来潮，开始了自娱自乐的翻译之旅。
帮助别人的同时，自己也获得快乐。
多线程编程在开发应用的时候非常有帮助。
比如你可以在后台加载图片，等图片加载完成后再在主线程更新等，或者在后台处理一些需要占用CPU很长时间的事件（比如请求服务器，加载数据等）。
要体会多线程编程的好处，还得多实战，结合使用多种多线程技术。
特别要注意RunLoop的使用，很多开发者在编写多线程应用的时候很少关注过RunLoop。
如果你仔细阅读并掌握RunLoop的细节，将会帮助你写出更优美的代码。
同步是多线程编程的老生常谈，估计大学时候大家都基本熟悉了同步的重要性。
本文在翻译过程中发现很多地方直译成中文比较晦涩，所以采用了意译的方式，这不可避免的造成有一些地方可能和原文有一定的出入，所以如果你阅读的时候发现有任何的错误都可以给我发邮件:xyl.layne@gmail.com

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。