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

kalilinux基础教程KaliLinux秘籍中文版第一章安装和启动Kali第二章定制KaliLinux第三章高级测试环境第四章信息收集第五章漏洞评估第六章漏洞利用第七章权限提升第八章密码攻击第九章无线攻击本书讲述了kalilinux的基本使用方法，为kali初学者提供了良好的教程。

gonzalez数字图像处理第四版，受限上传文件大小，分三卷上传。
带书签，直接用浏览器阅读。

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

CISSPCBK知识点自2015年4月15号已更新并生效，详见CISSP官网资料https://www.isc2.org/cissp-sscp-domains-faq/default.aspx故现在上传最新版本的CISSPCBK第四版（最新版）给大家复习。

通信系统(西蒙·赫金第四版)中文版。
通信专业借鉴借鉴啊

全书共分12章。
第一章介绍计算机系统结构的基本概念，包括计算机系统的层次结构、系统结构的定义、分类、设计技术、评价标准和系统结构的发展等，第二章介绍数据表示、寻址技术、指令格式的优化设计、CSIC指令系统和RISC指令系统等，第三章介绍存储系统原理、虚拟存储器和高速缓冲存储器等，第四章介绍输入输出原理、中断系统、通道处理机和输入输出处理机，第五章介绍先行控制技术、流水线处理机、超标量处理机、超流水线处理机和超标量超流水线处理机等，第六章介绍向量的基本概念、向量处理机结构、提高向量处理机性能的方法、向量处理机的性能评价等，第七章介绍互连网络的基本概念、消息传递机制和互连网络实例，第八章介绍SIMD计算机模型、结构、实例和SIMD计算机的应用，第九章介绍多处理机结构、性能和Cache一致性等，第十章介绍多处理机算法，包括同步技术、并行搜索、串行算法到并行算法的转换、并行程序设计语言及其实现方法等，第十一章介绍数据流计算机、数据库机与知识库机、面向函数程序设计语言的归约机，最后第十二章是实验：DLX处理机，通过实验能够加深对本书主要内容的理解。
每章后附有大量习题。
本书是计算机专业本科生“计算机系统结构”课程的通用教材，也可作为有关专业研究生的教材和有关科技工作者的专业参考书。

网络上大多数的Windows内核安全编程从入门到实践的资源下载都是不完整，起码我下的都是不完整的，连第四章的进程部分的代码都没有，后来我找了很久，想联系作者，发现邮箱都注销了。
偶然间，我还是成功下载了一份相对来说较为完整的资源，一开始看它才不到2M，有些小，但确是挺完整的。
包含了3、4、5、6、7、8章，还有第四章的勘误。
因为资源难找，所以下载的分数提高些^_^

本软件根据福建省南平市延平区中小学信息技术阶段考试计划要求设计，具有自动出题和自动评分功能。
包含单机版和网络版两种应用形式，每种应用形式又包括初中和小学两个考试模块。
本软件由梁远海老师开发制作。
有何问题或建议请发电子邮件到：nplyh@163.com。
---------------------------------------------试题说明：在南平市教师进修学校和延平区信息技术学会组织下，延平区各中小学信息技术教师共同合作为本次考试建立了试题库，在此向所有出题教师表示感谢！本次考试的10套题目正是从上述试题库中抽选并有所改编。
---------------------------------------------附件：延平区中小学信息技术学科阶段考试实施细则各中小学：为了进一步落实使用信息技术新教材以来的教学情况，培养中、小学生信息技术基本素养，根据延教（2009）183号《关于印发小学综合学科测评实施方案（试行）》的通知精神，经教育局研究，决定2010年起在中、小学实行信息技术学科阶段考试。
具体方案如下：一、考试对象区属学校六年级和八年级的学生。
二、考试时间初定为每年的五月份，小学与综合学科测评同步进行，中学与生物实验操作考试同步进行。
考试时间为每人15分钟。
三、考试范围以福建教育出版社编写的福建省中小学《信息技术（三至八年级）》教材为准，共12册。
其中，小学阶段考三至六年级教材，共八册；
中学阶段考七至八年级教材，共三册。
具体内容为：中学部分1．七年级上册：第二单元信息处理工具第四节Windows系统的基本操作第五节管理计算机文件第三单元漫游因特网第一节上网浏览信息第二节上网查找资料第三节保存网上的信息第四节网络信息交流2.七年级下册：第一单元文字处理及其应用第一节文字处理的基本操作第二节Word高级编辑技巧第二单元Excel数据表处理第一节认识Excel数据表第二节编辑Excel数据表第三节数据的自动填充与公式运算第四节函数运算第五节设置单元格第六节修饰单元格第七节数据的排序和筛选第八节统计图表的建立与修改3.八年级上册：（用MicrosoftPhotoEditor软件）第一单元平面素材加工与集成第一节图像的获取第二节图像的简单处理第三节图像的特效处理第四节简单平面设计小学部分1.理论考试内容：第一册全册；
第二册全册；
第六册1-3课；
第八册9-12课。
2.实践考试内容：第三册1-4课；
第四册1-8课；
第五册1-7课；
第七册9-15课。
四、考试方式采用"无纸化考试"方式，考生从五份试卷中抽取一份，在计算机上操作完成考试答题。
成绩由监考教师评定，分合格与不合格。
五、考试的组织与实施1、考试工作由延平区教育局领导，基教股督促检查，具体由教师进修学校负责组织管理、指导各校实施全区统一命题考试。
2、由各校备好电脑，指定负责人组织考试工作。
3、加强各校考试的建设，严格考试管理，抓好考风考纪。
六、测试模拟题由教师进修学校负责编写测试模拟题，并将测试模拟题提供给各校的信息技术学科教师和学生们上机操作练习，练习过程中发现试题存在问题，请及时与教师进修学校王增贵老师联系，电话：6112913或13859470068，修改后的练习题以文档方式发至wzg_715898@163.com邮箱。
南平市教师进修学校二〇一〇年二月二十四日

数值方法(MATLAB版)-第四版英文版-课后答案.

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。