·后台细致详尽的站点统计信息，使系统管理员的工作变得愈加轻松方便·提供多个自定义模板·优化搜索引擎，包括meta标签和URL重写的选项·可添加多个管理员和指定超级用户·多达上百的网站全局设置项目选项，使系统更易操控·分销会员管理和分销会员统计·网站横幅广告Banner管理·强大的扩展搜索选项，可选使用十几个搜索条件·安装向导会自动检查服务器环境的兼容·安装很简单，能检查MySQL登录参数并允许轻松地从任何以前的版本升级·SMTP邮件的选项既能在安装过程中指定，也可以很容易的通过直接编辑config.php文件来修改·系统内置Flash即时消息程序，在线会员可轻松交流·可和FlashChat聊天系统phpBB论坛系统很好的整合·允许会员迅速提高他们的会员资格，各会员可使用级别比较功能比较图表·理员可以很容易地指定任会员资格类型，并创造新的或删除现有的类型·我的配对功能允许任何会员查看他们的搜索首选项符合他们的搜索匹配·通过管理面板，所有网页和新闻项目可以很容易地使用所见即所得的编辑器(HTMLArea)修改·易用的通讯功能可让管理员发送邮件到任何一组会员·通过管理面板中配置多个付款方法·可创建模板内显示的即时投票·管理员组包括强大的档案管理，按姓名/性别/级别以及更多选择方式，激活或停用任何会员资料和编辑会员资料信息·通过快速搜索可以随意查看会员照片缩略图和资料信息·简单和高级搜索选项，可按国家、城市、邮政编码、高度、体重等多种条件搜索·快速轻松地编辑任何部分问题、热键问题、添加新的问题、启用/禁用问题等·可选择或全部安装十多个增加各种功能的插件和二十多种文字语言

紧缩包内含有大脑的dicom图，一共20张，经过测试可以用VTK读取

3目录说明.....................................................................................................................1.如何做动画.................................................................................................2.OpenFOAM第5次workshop...................................................................3.OpenFOAM中不可压缩湍流大涡求解器oodles说明...........................4.OpenFOAM中的神奇方程定义方式的背后.............................................5.OpenFOAM中雷诺时均湍流求解器turbFoam使用...............................6.pimple算法简述(2009-09-3009:22:33)转载..........................................7.粒子方法讨论版开版..................................................................................8.面向对象—我的一点理解..........................................................................9.如何搞多面体网格......................................................................................10.OpenFOAM-1.6-ext的安装过程探讨...................................................11.多态实现及其子类父类数据传递的方式.............................................12.OpenFOAM与无限元程序包deal.II的无缝耦合方法........................13.CAD-＞GAMBIT-＞CFD几何......................................................................14.OpenFOAM中非均匀初始场的设定.....................................................15.OpenFOAM-1.6中sample的使用.........................................................16.利用pyFOAM残差的输出......................................................................17.也来谈谈传值和传址..............................................................................18.从pisoFoam谈谈OpenFOAM-1.6湍流模型的结构变化...................19.非惯性旋转系统稳态求解器simpleSRFFoam的使用........................20.linux常用命令集.....................................................................................21.一起看看OpenFOAM－1.6中的pisoFoam..........................................22.一起看看OpenFOAM－1.6中的pisoFoam..........................................23.深入解析OpenFOAM时间控制参数字典文件controlDict.................24.OpenFOAM

WST483-2016健康档案共享文档规范（共20部分）:第1部分：个人基本健康信息登记第2部分：出生医学证明第3部分：新生儿家庭访视第4部分：儿童健康体检第5部分：初次产前随访服务第6部分：产前随访服务第7部分：产后访视第8部分：产后42天健康检查第9部分：预防接种报告第10部分：传染病报告第11部分：死亡医学证明第12部分：高血压患者随访服务第13部分：2型糖尿病患者随访服务第14部分：重性精神疾病患者个人信息登记第15部分：重性精神疾病患者随访服务第16部分：成人健康体检第17部分：门诊摘要第18部分：住院摘要第19部分：会诊记录第20部分：转诊

作者:谢惠民出版社:高等教育出版社出版年:2003-7页数:424定价:35.50元装帧:简裝本ISBN:9787040119220内容简介······《数学分析习题课讲义(上册)》是教育部“国家理科基地创建名牌课程项目”的研究成果，其目的是为数学分析的习题课教学提供一套具有创新特色的教材和参考书。
《数学分析习题课讲义(上册)》以编著者们近20年来在数学分析及其习题课方面的教学经验为基础，吸取了国内外多种教材和研究性论著中的大量成果，非常注意经典教学内容中的思想、方法和技巧的开辟和延伸，在例题的讲解中强调启发式和逐步深入，在习题的选取中致力于对传统内容的更新、补充与层次化。
《数学分析习题课讲义(上册)》分上下两册出版。
上册内容为极限理论和一元微积分，下册内容为无穷级数和多元微积分。
《数学分析习题课讲义(上册)》可作为高等院校理工科教师和学生在数学分析习题课方面的教材或参考书，也可以作为研究生入学考试和其他人员的数学分析辅导书。
目录······序前言第一章引论1.1关于习题课教案的组织1.2书中常用记号1.3几个常用的初等不等式1.3.1几个初等不等式的证明（3）1.3.2练习题（7）1.4逻辑符号与对偶法则第二章数列极限2.1数列极限的基本概念2.1.1基本定义（12）2.1.2思考题（13）2.1.3适当放大法（14）2.1.4例题（15）2.1.5练习题（17）2.2收敛数列的基本性质2.2.1思考题（18）2.2.2例题（18）2.2.3判定数列发散的方法（21）2.2.4练习题（25）2.3单调数列2.3.1例题（26）2.3.2练习题（30）2.4cauchy命题与Stolz定理2.4..1基本命题（31）2.4.2例题（35）2.4.3练习题（37）2.5自然对数的底e和Euler常数72.5.1与数e有关的两个问题（38）2.5.2关于e的基本结果（38）2.5.3Euler常数y（43）2.5.4例题（44）2.5.5练习题（45）2.6由迭代生成的数列2.6.1例题（46）2.6.2单调性与几何方法（49）2.6.3练习题（52）2.7对于教学的建议2.7.1学习要点（53）2.7.2补充例题（54）2.7.3参考题（55）第一组参考题（55）第二组参考题（57）2.8关于数列极限的一组习题课教案2.8.1第一次习题课（60）2.8.2第二次习题课（62）2.8.3第三次习题课（63）2.8.4第四次习题课（65）第三章实数系的基本定理3.1确界的概念和确界存在定理3.1.1基本内容（67）3.1.2例题（67）3.1.3练习题（69）3.2闭区间套定理3.2.1基本内容（70）3.2.2例题（71）3.2.3练习题（72）3.3凝聚定理3.3.1基本内容（73）3.3.2例题（73）3.3.3练习题（74）3.4Ca.uchy收敛准则3.4.1基本内容（74）3.4.2基本命题（75）3.4.3例题（76）3.4.4压缩映射原理（77）3.4.5练习题（79）3.5覆盖定理3.5.1基本内容（80）3.5.2例题（81）3.5.3练习题（83）3.6数列的上极限和下极限3.6.1基本定义（83）3.6.2基本性质（84）3.6.3例题（88）3.6.4练习题（91）3.7对于教学的建议3.7.1学习要点（92）3.7.2一题多解（93）3.7.3参考题（95）第一组参考题（95）第二组参考题（96）第四章函数极限4.1函数极限的定义4.1.1函数极限的基本类型（97）4.1.2函数极限的其他类型（98）4.1.3思考题（98）4.1.4例题（99）4.1.5练习题（102）4.2函数极限的基本性质4.2.1基本性质（103）4.2.2基本命题（104）4.2.3思考题（107）4.2.4例题（107）4.2.5练习题（109）4.3两个重要极限4.3.3例题（112）4.3.4练习题（114）54.4无穷小量、有界量、无穷大量和阶的比较4.4.1记号o，O与～（115）4.4.2思考题（117）4.4.3等价量代换法（119）4.4.4练习题（121）54.5对于教学的建议4.5.1学习要点（122）4.5.2参考题（122）第五章连续函数5.1连续性概念5.1.1内容提要（124）5.1.2思

包括openlayers课程的ppt，具体为：第一讲：概述第二讲：庞杂的GIS体系概览第三讲：项目快速实战（一）第四讲：项目快速实战（二）第五讲：项目快速实战（三）第六讲：项目快速实战（四）第七讲：项目快速实战（五）第八讲：项目快速实战（六）第九讲：项目快速实战（七）第十讲：项目快速实战（八）第十一讲：项目快速实战（九）第十二讲：高级-通过基站cellid转经纬度（一）第十三讲：高级-通过基站cellid转经纬度（二）第十四讲：高级-通过基站cellid转经纬度（三）第十五讲：定时器Quartz进阶（一）第十六讲：定时器Quartz进阶（二）第十七讲：定时器Quartz进阶（三）第十八讲：定时器Quartz进阶（四）第十九讲-定时将基站cellid转经纬度第二十讲：OpenLayers离线地图快速实战（一）第二十一讲：OpenLayers离线地图快速实战（二）第二十二讲：OpenLayers离线地图快速实战（三）第二十三讲：OpenLayers离线地图快速实战（四）第二十四讲：OpenLayers离线地图快速实战（五）第二十五讲：高级-OpenLayers源代码分析（一）第二十六讲：高级-OpenLayers源代码分析（二）第二十七讲：高级-OpenLayers源代码分析（三）第二十八讲：高级-OpenLayers源代码分析（四）第二十九讲：高级-OpenLayers源代码分析（五）第三十讲：高级-OpenLayers源代码分析（六）第三十一讲：高级-OpenLayers源代码分析（七）第三十二讲：高级-OpenLayers源代码分析（八）第三十三讲：高级-OpenLayers源代码分析（九）

软件开发过程分为5个阶段：分析　　软件需求分析就是回答做什么的问题。
它是一个对用户的需求进行去粗取精、去伪存真、正确理解，然后把它用软件工程开发语言（形式功能规约，即需求规格说明书）表达出来的过程。
本阶段的基本任务是和用户一起确定要解决的问题，建立软件的逻辑模型，编写需求规格说明书文档并最终得到用户的认可。
需求分析的主要方法有结构化分析方法、数据流程图和数据字典等方法。
本阶段的工作是根据需求说明书的要求，设计建立相应的软件系统的体系结构，并将整个系统分解成若干个子系统或模块，定义子系统或模块间的接口关系，对各子系统进行具体设计定义，编写软件概要设计和详细设计说明书，数据库或数据结构设计说明书，组装测试计划。
设计　　软件设计可以分为概要设计和详细设计两个阶段。
实际上软件设计的主要任务就是将软件分解成模块是指能实现某个功能的数据和程序说明、可执行程序的程序单元。
可以是一个函数、过程、子程序、一段带有程序说明的独立的程序和数据，也可以是可组合、可分解和可更换的功能单元。
模块，然后进行模块设计。
概要设计就是结构设计，其主要目标就是给出软件的模块结构，用软件结构图表示。
详细设计的首要任务就是设计模块的程序流程、算法和数据结构，次要任务就是设计数据库，常用方法还是结构化程序设计方法。
编码　　软件编码是指把软件设计转换成计算机可以接受的程序，即写成以某一程序设计语言表示的"源程序清单"。
充分了解软件开发语言、工具的特性和编程风格，有助于开发工具的选择以及保证软件产品的开发质量。
　　当前软件开发中除在专用场合，已经很少使用二十世纪80年代的高级语言了，取而代之的是面向对象的开发语言。
而且面向对象的开发语言和开发环境大都合为一体，大大提高了开发的速度。
测试　　软件测试的目的是以较小的代价发现尽可能多的错误。
要实现这个目标的关键在于设计一套出色的测试用例（测试数据和预期的输出结果组成了测试用例）。
如何才能设计出一套出色的测试用例，关键在于理解测试方法。
不同的测试方法有不同的测试用例设计方法。
两种常用的测试方法是白盒法测试对象是源程序，依据的是程序内部的的逻辑结构来发现软件的编程错误、结构错误和数据错误。
结构错误包括逻辑、数据流、初始化等错误。
用例设计的关键是以较少的用例覆盖尽可能多的内部程序逻辑结果。
白盒法和黑盒法依据的是软件的功能或软件行为描述，发现软件的接口、功能和结构错误。
其中接口错误包括内部/外部接口、资源管理、集成化以及系统错误。
黑盒法用例设计的关键同样也是以较少的用例覆盖模块输出和输入接口。
黑盒法。
维护　　维护是指在已完成对软件的研制（分析、设计、编码和测试）工作并交付使用以后，对软件产品所进行的一些软件工程的活动。
即根据软件运行的情况，对软件进行适当修改，以适应新的要求，以及纠正运行中发现的错误。
编写软件问题报告、软件修改报告。
　　一个中等规模的软件，如果研制阶段需要一年至二年的时间，在它投入使用以后，其运行或工作时间可能持续五年至十年。
那么它的维护阶段也是运行的这五年至十年期间。
在这段时间，人们几乎需要着手解决研制阶段所遇到的各种问题，同时还要解决某些维护工作本身特有的问题。
做好软件维护工作，不仅能排除障碍，使软件能正常工作，而且还可以使它扩展功能，提高功能，为用户带来明显的经济效益。
然而遗憾的是，对软件维护工作的重视往往远不如对软件研制工作的重视。
而事实上，和软件研制工作相比，软件维护的工作量和成本都要大得多。
　　在实际开发过程中，软件开发并不是从第一步进行到最后一步，而是在任何阶段，在进入下一阶段前一般都有一步或几步的回溯。
在测试过程中的问题可能要求修改设计，用户可能会提出一些需要来修改需求说明书等。
编辑本段软件开发专业专业培养　　　计算机：软件开发专业主要培养德智体全面发展，具有一定计算机软硬件维护、网络组建、维护管理的高级实用技术型人才。
通过本专业的学习，能熟练掌握常用的计算机软件的使用、维护与技巧；
在硬件方面学生应了解计算机硬件的发展，熟练掌握计算机组装的方法，能熟练运用应用软件检测计算机功能、故障的范围所在，掌握硬件故障的一般处理方法；
在网络方面，学生应掌握目前流行网络的技术特点，掌握网络工程、网络维护、网络安全及应用方面的知识。
能胜任一般网络工程方案的设计、组建、网络维护、及简单网站的建设与维护。
同时，使学生了解由于IT技术的发展而引起的法律和道德方面的问题。
就业方向　　本专业毕业生适合的工作岗位是计算机程序设计师。
适合于熟练地按照工程化的思路进行软件编制、软件测试的工作岗位，能担任各种企事业单位和各级工程建设部门、管理部门的计算机软件和硬件维护、网络的组建、维护等工作，也可从事计算机研究与应用、软件开发等方面的工作。
就业范围为：计算机软件公司、具有软件开发能力的大型企业及事业单位

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

ShellcodeHelperv1.62CodedbyTeLeMan(c)2008-2013Usage:schelper.exe[options]Options:-i[inputfile]inputfile(Default:stdin)-o[outputfile]outputfile(Default:stdout)-sinputfileformat(Default:Auto-Detection)-sbinputfileformatisBinary-sptheinputfileformat'sparameters-doutputfileformat(Default:Cformat)-dboutputfileformatisBinary-dptheoutputfileformat'sparameters-searchgetthestartoffsetbythepattern:e.g.PK\x03\x04-sofffixthematchoffsetaftersearching(Default:0)-offconverttheinputfilefromtheoffset(Default:0)-lenconverttheinputfilewiththelength(Default:0-MAX)-en[encoder]encodeshellcode(Default:XorDword)-de[encoder]decodeshellcode(Default:Auto-Detection)-exexcludecharacters:e.g.0x00,0x01-0x1F,0xFF(Default:0x00)-inincudecharactersonly-eptheencoder'sparameters-t[pid]executeorinjectshellcodeintoprocessfortesting-td[pid]executeorinjectshellcodeintoprocessfordebugging-stackputshellcodeintostackandexecuteit(ESPistheshellcodestart)-noinfodisplaynonormalmessagesexcepterrormessagesAvailableformats:0-C1-C(HexArray)2-Perl3-Python4-Ruby5-JavaScript(Escape)6-VBScript(Escape)7-Pascal8-MASM(Data)9-HexDump10-BitString11-HexString12-HexArray(Clike)13-Base6414-Binary15-HexString(Clike)16-HexString(Escape)17-HexString(JavaScript,UNICODE)18-URI(ISO-8859-1)19-XML(PCDATA)20-BigNumber21-BigNumber(Hex)22-BigNumber(BaseX)23-FloatPoint24-UnixTimestamp25-GUID26-MASM(ASM)27-NASM28-YASM(ASM)29-FASM(ASM)30-JWASM(ASM)31-POASM(ASM)32-GOASM(ASM)33-GNUASMAvailableencoders:

本人写的MFC视频播放器，基于DirectShow技术，VS2013写的，需要配置DirectShow的环境才可运行，压缩包中有DirectShow的配置方法和配置文档，本播放器实现了播放，暂停，停止，帧播放，加速播放（最多20倍，可在源码内更改），减速播放，截图和播放列表功能。
有简单注释，是您学习MFC和DirectShow播放的好例子

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