统计预测与决策高清版pdf魏艳华王丙参郝淑双编著西南交通大学出版社

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

8、编写下列算法:(1)将顺序串r中所有值为ch1的字符换成ch2的字符。
(2)将顺序串r中所有字符按照相反的次序仍存放在r中。
(3)从顺序串r中删除其值等于ch的所有字符.(4)从顺序串r1中第index个字符起求出首次与串r2相同的字串的起始位置。
(5)从顺序串r中删除所有与串r1相同的子串

作者:程金发出版社:厦门大学出版社出版年:2011-3页数:283定价:45.00元丛书:厦门大学南强丛书ISBN:9787561538470内容简介······《分数阶差分方程理论》的目的和内容是：首次独立提出了一种新的分数阶差分、分数阶和分，以及分数阶差分方程的定义，建立了分数阶差分方程的系统理论，需要特别指出的是，运用我们的这种定义，使得系统求解分数阶差分方程得以成功实现，当我们把分数差分方程看作是整数差分方程的推广时，自然期望经典差分方程理论的一些重要结果都尽可能地推广到分数阶差分方程中去，事实上，我们系统地完成了许多相应的工作。
目录······总序序言前言第一章分数阶差分及分数阶和分的概念及其性质，莱及尼兹公式第二章分数阶和分及分数阶差分的Z变换公式第三章分数阶差分方程解的存在唯一性，解对初值的依赖性第四章显示解分数差分方程的方法第五章用待定系数法解（2，q）阶分数差方程第六章（k，q）分数阶差分方程的Z变换方法求解第七章Z变换法解线性常系数分数阶差分方程第八章序列差分方程理论第九章分数阶差分方程组（约当矩阵法）第十章分数阶Green函数第十一章用Adomian分解法解线性分数阶差分方程及方程组第十二章Weyl型分数阶差分及分数阶和分的概念及其性质，莱布尼兹公式第十三章实变量的分数阶差分方程参考文献后记

作者：邹正刚出版发行:北京：人民邮电出版社,2016.08ISBN号：978-7-115-43225-4页数：375丛书名:CAE分析大系原书定价:69.00主题词:有限元分析-应用软件中图法分类号:O241.82-39(数理科学和化学-＞数学-＞计算数学-＞数值分析)内容提要:本书系统梳理了ANSYS在结构分析应用中的一些疑难问题并给出了解决办法或思路。
问题涉及结构分析的前处理（几何建模、有限元模型）、求解分析（线性和非线性问题）、后处理，以及一些接触分析的实例和其他问题，均来自ANSYS实际使用人员的实践。
本书可供ANSYS软件的初学者作为提高之用，也可供实际使用ANSYS软件的科技人员解决结构分析问题参考。
参考文献格式:邹正刚.CAE分析大系ANSYS疑难问题实例详解[M].北京：人民邮电出版社,2016.08.

最优化方法第二版施光燕主编课后习题答案中国高等教育出版社出版

作者:胡良平主编出版社:电子工业出版社出版时间:2015年09月本书内容丰富且新颖，适用面宽且可操作性强。
涉及SAS软件基础和五种高级编程技术、统计设计中关键技术的SAS实现、定量与定性资料差异性和预测性分析。
这些内容高质量、高效率地解决了实验设计、统计表达与描述、各种常用统计分析、现代回归分析、SAS高级编程技术和SAS实现及结果解释等人们迫切需要解决却又十分棘手的问题。
本书第1、2篇共7章，介绍了SAS软件应用入门、SAS语言基础、五种SAS高级编程技术，介绍了用SAS实现实验设计的关键技术（包括样本含量与检验效能估计、*化和直接生成设计类型）；
第3、4篇共8章，对各种单因素和多因素设计下定量与定性结果进行差异性分析；
第5、6篇共16章，对定量与定性结果提供了数十种预测性分析方法，包括定量和定性原因变量的判别分析。

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

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

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。