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
《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
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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）
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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
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
2023/3/9 19:52:12
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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
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
2023/3/9 3:10:31
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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:
2023/3/8 21:44:10
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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
有简单注释，是您学习MFC和DirectShow播放的好例子
2023/3/8 18:28:20
5.38MB
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SQLServer+java课程设计：图书管理系统+引见，部分内容CREATETABLEdbo.读者(借书证号nchar(6)NOTNULL,类别nchar(2)NULL,已借书数tinyintNULL,最多借书数tinyintNULL,编号nvarchar(9)NULL,姓名nvarchar(10)NULL,系别nvarchar(10)NULL,密码nvarchar(10)NULL,PRIMARYKEYCLUSTERED(借书证号ASC))CREATETABLEdbo.图书(书号nvarchar(15)NOTNULL,ISBNnvarchar(15)NULL,书名nvarchar(20)NULL,作者nvarchar(20)NULL,出版社nvarchar(50)NULL,出版年nchar(4)NULL,状态nchar(2)NULL,书库nvarchar(2)NULL,PRIMARYKEY(书号))CREATETABLEdbo.借阅(借书证号nchar(6)NOTNULL,书号nvarchar(15)NOTNULL,借出日期smalldatetimeNOTNULL,还书日期AS(dateadd(month,6,借出日期)),PRIMARYKEY(书号))CREATETABLEdbo.管理员(姓名nvarchar(10)NOTNULL,密码nvarchar(10)NULL)
2023/3/8 6:38:18
7.21MB
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控件功能强大,却简单易用,所有调用如同JavaScript扩展语句,主要接口函数如下：PRINT_INIT打印初始化SET_PRINT_PAGESIZE设定纸张大小ADD_PRINT_HTM增加超文本项ADD_PRINT_TEXT增加纯文本项ADD_PRINT_TABLE增加表格项ADD_PRINT_SHAPE画图形SET_PRINT_STYLE设置对象风格PREVIEW打印预览PRINT直接打印PRINT_SETUP打印维护PRINT_DESIGN打印设计...样例清单1.如何在页面内嵌入控件见样例一2.如何选材打印当前页面内容见样例二3.如何用代码生成打印页见样例三4.如何打印设计和定位套打见样例四5.如何控制纸张大小和连续打印见样例五6.如何输出多页长文档及双面打印见样例六7.如何定向输出见样例七8.如何打印图片见样例八9.如何用程序加载打印维护背景图见样例九10.如何控制打印样式(STYLE)见样例十11.如何直接打印条形码见样例十一12.如何读写本地文件见样例十二13.如何打印旋转内容见样例十三14.如何按URL打印见样例十四15.如何打印表格的页头页尾见样例十五16.如何设置预览窗口大小见样例十六17.如何发打印机指令或直接读写端口见样例十七18.如何打印幅面高度不固定的票据见样例十八19.如何内嵌显示及预览时包含背景图见样例十九20.如何强制分页并预览多页卡片见样例二十21.如何控制打印维护的功能权限见样例二十一22.如何构建自己的纯WEB打印预览见样例二十二23.如何居中打印超文本见样例二十三24.如何选择界面皮肤见样例二十四25.如何指定输出到哪页或仅预览见样例二十五26.如何提高多页打印的功能见样例二十六27.如何导出数据到Excel文件见样例二十七28.如何快速读取客户端系统信息见样例二十八29.如何使用其它长度单位见样例二十九30.如何分页输出页面内容见样例三十31.如何打印表格的分页小计或合计见样例三十一32.如何实现清晰的图表打印见样例三十二33.如何实现甘特图等的图表打印见样例三十三34.如何使用百分比%和满页打印见样例三十四35.如何获得打印结果和程序代码见样例三十五36.如何在设计过程中用js编辑内容见样例三十六37.如何打印公章效果图见样例三十七38.如何用BASE64编码输出图片见样例三十八39.如何打印田字格、上划线等文本见样例三十九40.如何进行数据格式转换见样例四十41.如何把内容关联后按顺序打印见样例四十一42.如何把整页内容缩放打印见样例四十二43.如何分页打印综合表格见样例四十三44.如何缩放打印单个超文本内容见样例四十四45.如何获得打印状态及最终结果见样例四十五46.如何设置右边距和下边距见样例四十六
2023/3/7 6:42:37
6.32MB
1
J2EE，映射引擎，水印算法，Internet，安全密钥，JavaandtheInternet，SQLServer，jQquery的介绍，开发一个ASP网站所运用的工具，数据库和数据仓库，Web应用程序的基本安全做法，网络外文，信息安全，对象的创建和存在时间，算法与实验，网络跨层服务质量模型,遗传算法原文等20多篇计算机类的外文原文和外文翻译，希望对大家有协助
2023/3/6 7:52:04
8.05MB
1
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。
2024-04-09 15:03
15KB