用css6掀开复制外面代码加在你的flash中，变量名TIME，就可显展现数字时钟年月日星期小时候钟秒钟，大概直接导出swf便是一个flash时钟了，配景色调改为玄色。

proUSB门锁软件注册器[PROUSB]Title=proUSB门锁软件注册器Hotel=旅馆称谓Days=天数Date=日期ReaderNo=发卡器编号NewSN=新注册码Note1=实用天数为1--4095，大于3650天展现永世使用Note2=8位的发卡器编号在发卡器的友善，也便是软件注册时揭示的机械码（不用输入空格）Decrypt=查验注册码能否准确Record=盘问汗青记实New=天生新的注册码Exit=到场Note3=能否需要对于此发卡器同时盘算多个注册码？Note4=留意：对于立天至多给对于立发卡器盘算8个注册码Note5=对于不起，您不能给此发卡器注册InvalidMouse=实用鼠标InputDays=请准确输入天数InputReaderNo=请准确输入发卡器编号InputSerialNo=请输入16位的注册码InputExtraNo=请输入注册码的扩展号，规模1--8ExtraNo=扩展号ForEver=永世GenDate=注册码盘算日期[RECORD]Title=注册码一览表Time=功夫Days=天数SN=注册码Order=排序

一种Bash灰色地域的Clojure。
人命过短了，致使于不记患上若何编写Bash代码。
我感应解放了。
-在ClojuriansSlack上介绍babashka的首要脑子是在其余情景下使用bash的中间行使Clojure。
正如一位用户所描摹的那样：我大部份功夫都在Bash上，然则有许多灰色的地域太繁杂了，致使于没法在bash中实现约莫的责任，但又太约莫了，于是不值患上为其编写clj/s剧本。
对于这些情景，Babashka彷佛确凿抵达了最佳下场。
目的JVMClojure的快捷启动Clojure剧本替换方案易于装置：患上到自搜罗的二进制文件并运行。
不需要JVM。
熟习：针对于JVMClojure用户跨平台：反对于linux，macOS以及Windows与罕用类（System，File，java.time.*，java.nio.*）互操作多线程反对于（pmap，future）搜罗电池（tools.cli，柴郡等）非目的成果提供稠浊的Clojure/BashDSL（请参阅可移植性）。
改换现有的外壳。
Babash

MERN-APP-beta

C语言实现window（linux）平台的SNTP，本程序功能主要是实现电脑（或者设备）时间同步。
摘录部分代码：　　unsignedcharliVnMode;/*LeapSecond(2bits:0),VersionNumber(3bits:3),Mode(3bits:Client=3,Server=4)*/　　unsignedcharstratum;/*时间层级（0-15）*/　　unsignedcharpoll;/*表示连续信息间的最大间隔，8bits，以2的x次幂秒的方式表示。
实际填0即可*/　　unsignedcharprecision;/*时间精度，以2的负x次幂秒表示，8bits。
服务器返回时会填写实际精度*/　　unsignedlongrootDelay;/*到主参考时间源的往返总延迟。
32bits固定小数点数，小数点在bit15和bit16之间*/　　unsignedlongrootDispersion;/*相对于主参考时间源的正常离差。
32bits固定小数点数，小数点在bit15和bit16之间*/　　charreferenceID[4];/*用于识别特殊的参考源*/　　NTP_TIME_FMTreferenceTimestamp;/*本地时中最后一次设置或修正时的时间，64bits，timestamp格式*/　　NTP_TIME_FMToriginateTimestamp;/*客户端发送请求的时间*/　　NTP_TIME_FMTreceiveTimestamp;/*服务器接收到请求的时间*/　　NTP_TIME_FMTtransmitTimestamp;/*服务器发送响应的时间*/

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

太阳能发电厂时间序列分析关于数据集该项目使用的太阳能发电厂发电数据集。
Kaggle说明“这项数据是在34天的时间内在印度的两家太阳能发电厂收集的。
它有两对文件-每对都有一个发电数据集和一个传感器读数数据集。
在逆变器级别收集发电数据集-每个逆变器都附有多条太阳能电池板线。
天气传感器数据是在工厂级别收集的-在工厂中最佳放置了单个传感器阵列。
”生成器数据字段（来自Kaggle的说明）DATE_TIME-每个观察的日期和时间。
每隔15分钟记录一次观察结果。
PLANT_ID-植物ID-这对于整个文件都是通用的SOURCE_KEY-此文件中的源密钥代表逆变器ID。
DC_POWER[kW]-在这15分钟的时间间隔内，逆变器产生的DC功率（source_key）。
单位。
AC_POWER[kW]-在这15分钟的时间间隔内，逆变器产生的交流电（source_key

这本教程花费了我足足两个月的时间写的，每个章节以例子为核心讲解知识点，最大的好处是要用的时候把代码粘贴一下，修改修改就可以上手用了，绝对原创，光是调试这些例子就够我折腾了。
知识点覆盖比较全面，要个20分不过分吧，有几本书认真讲过那些常用模块:socket,数据库操作，xml解析，多线程，最具体的做法多半是一带而过，我可是一个例子一个例子做出来的。
把目录发给大家看看：2.1 第1课：简单文本输出 52.2 第2课：给变量赋值 52.3 第3课：命令的赋值与置换一 62.4 第4课：命令的赋值与置换二 72.5 第5课：命令的赋值与置换三 72.6 第6课：算数运算 82.7 第7课：文本比较－SWITCH应用 92.8 第8课：数值比较－IF应用 102.9 第9课：WHILE循环 112.10 第10课：FOR循环和INCR 112.11 第11课：过程PROC 122.12 第12课：过程PROC的参数定义 132.13 第13课：变量的作用域 132.14 第14课：LIST结构 142.15 第15课：LIST项的增删改 152.16 第16课：更多LIST相关 162.17 第17课：字符串函数 172.18 第18课：更多字符串函数 172.19 第19课：修改字符串函数 202.20 第20课：正则表达式 212.21 第21课：更多正则表达式 222.22 第22课：数组 242.23 第23课：更多数组相关 252.24 第24课：文件存取 282.25 第25课：文件信息 302.26 第26课：TCL中的子进程调用－OPEN&EXEC 332.27 第27课：命令或者变量能否存在－INFO 342.28 第28课：解释器状态－INFO 352.29 第29课：过程信息－INFO 362.30 第30课：模块化－SOURCE 372.31 第31课：建库－UNKNOWN&INFOLIBRARY 382.32 第32课：创建命令－EVAL 402.33 第33课：在EVAL中应用FORMAT&LIST 402.34 第34课：不使用EVAL替换－FORMAT&SUBST 422.35 第35课：改变工作目录－CD&PWD 432.36 第36课：调试和错误－ERRORINFO&ERRORCODE&CATCH 442.37 第37课：调试－TRACE 452.38 第38课：命令行参数和环境串 462.39 第39课：TIME&UNSET 472.40 第40课：SOCKET&FILEEVENT&VWAIT 492.41 第41课：日期时间－CLOCK 512.42 第42课：I/O通道－FBLOCKED&FCONFIG 532.43 第43课：子解释器 562.44 第44课：数据库操作 572.45 第45课：函数或过程数组的输入和输出方法 592.46 第46课：INFO的用法 602.47 第47课：多线程 612.48 第48课：解析XML 72

go-timestamp-sql从null.Time转换为GoogleProtobuf时间戳的功能，反之亦然。
这非常有用，由于我们使用库将时间戳字段存储到SQL中。
入门goget-vgithub.com/AlpacaLabs/go-timestamp-sql并在您的Go代码中import( "testing" "time" clock"github.com/AlpacaLabs/go-timestamp" ."github.com/smartystreets/goconvey/convey")funcTest_TimestampConversion(t*testing.T){ Convey("Givensomenon-zerotime",t,func(cC){ now:=time.Now

教程非常不错，价值280元，绝对是干货Linux网络编程（总共41集）讲解Linux网络编程知识，分以下四个篇章。
Linux网络编程之TCP/IP基础篇Linux网络编程之socket编程篇Linux网络编程之进程间通信篇Linux网络编程之线程篇Linux网络编程之TCP/IP基础篇01TCPIP基础（一）ISO/OSI参考模型TCP/IP四层模型基本概念（对等通信、封装、分用、端口）02TCPIP基础（二）最大传输单元（MTU）/路径MTU以太网帧格式ICMPARPRARP03TCPIP基础（三）IP数据报格式网际校验和路由04TCPIP基础（四）TCP特点TCP报文格式连接建立三次握手连接终止四次握手TCP如何保证可靠性05TCPIP基础（五）滑动窗口协议UDP特点UDP报文格式Linux网络编程之socket编程篇06socket编程（一）什么是socketIPv4套接口地址结构网络字节序字节序转换函数地址转换函数套接字类型07socket编程（二）TCP客户/服务器模型回射客户/服务器socket、bind、listen、accept、connect08socket编程（三）SO_REUSEADDR处理多客户连接（process-per-conection）点对点聊天程序实现09socket编程（四）流协议与粘包粘包产生的原因粘包处理方案readnwriten回射客户/服务器10socket编程（五）read、write与recv、sendreadline实现用readline实现回射客户/服务器getsockname、getpeernamegethostname、gethostbyname、gethostbyaddr11socket编程（六）TCP回射客户/服务器TCP是个流协议僵进程与SIGCHLD信号12socket编程（七）TCP11种状态连接建立三次握手、连接终止四次握手TIME_WAIT与SO_REUSEADDRSIGPIPE13socket编程（八）五种I/O模型select用select改进回射客户端程序14socket编程（九）select读、写、异常事件发生条件用select改进回射服务器程序。
15socket编程（十）用select改进第八章点对点聊天程序16socket编程（十一）套接字I/O超时设置方法用select实现超时read_timeout函数封装write_timeout函数封装accept_timeout函数封装connect_timeout函数封装17socket编程（十二）select限制poll18socket编程（十三）epoll使用epoll与select、poll区别epollLT/ET模式19socket编程（十四）UDP特点UDP客户/服务基本模型UDP回射客户/服务器UDP注意点20socket编程（十五）udp聊天室实现21socket编程（十六）UNIX域协议特点UNIX域地址结构UNIX域字节流回射客户/服务UNIX域套接字编程注意点22socket编程（十七）socketpairsendmsg/recvmsgUNIX域套接字传递描述符字Linux网络编程之进程间通信篇23进程间通信介绍（一）进程同步与进程互斥进程间通信目的进程间通信发展进程间通信分类进程间共享信息的三种方式IPC对象的持续性24进程间通信介绍（二）死锁信号量PV原语用PV原语处理司机与售票员问题用PV原语处理民航售票问题用PV原语处理汽车租赁问题25SystemV消息队列（一）消息队列IPC对象数据结构消息队列结构消息队列在内核中的表示消息队列函数26SystemV消息队列（二）msgsnd函数msgrcv函数27SystemV消息队列（三）消息队列实现回射客户/服务器28共享内存介绍共享内存共享内存示意图管道、消息队列与共享内存传递数据对比mmap函数munmap函数msync函数29SystemV共享内存共享内存数据结构共享内存函数共享内存示例30SystemV信号量（一）信号量信号量

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。