Inthismanualaredescriptionsforcopyrightedproductswhicharenotexplicitlyindicatedassuch.Theabsenceofthetrademark®andcopyright©symbolsdoesnotinferthataproductisnotprotected.Additionally,registeredpatentsandtrademarksaresimilarlynotexpresslyindicatedinthismanualTheinformationinthisdocumenthasbeencarefullycheckedandisbelievedtobeentirelyreliable.However,SYSTECelectronicGmbHassumesnoresponsibilityforanyinaccuracies.SYSTECelectronicGmbHneithergivesanyguaranteenoracceptsanyliabilitywhatsoeverforconsequentialdamagesresultingfromtheuseofthismanualoritsassociatedproduct.SYSTECelectronicGmbHreservestherighttoaltertheinformationcontainedhereinwithoutpriornotificationandacceptsnoresponsibilityforanydamageswhichmightresult.Additionally,SYSTECelectronicGmbHoffersnoguaranteenoracceptsanyliabilityfordamagesarisingfromtheimproperusageorimproperinstallationofthehardwareorsoftware.SYSTECelectronicGmbHfurtherreservestherighttoalterthelayoutand/ordesignofthehardwarewithoutpriornotificationandacceptsnoliabilityfordoingso.Copyright2006SYSTECelectronicGmbH,D-07973Greiz/Thueringen.Rights-includingthoseoftranslation,reprint,broadcast,photomechanicalorsimilarreproductionandstorageorprocessingincomputersystems,inwholeorinpart-arereserved.NoreproductionmayoccurwithouttheexpresswrittenconsentfromSYSTECelectronicGmbH.

matlab代码。
《基于梯度直方图的纹理增强图像去噪》论文的代码。
《TextureEnhancedImageDenoisingviaGradientHistogramPreservation》直接运行"HMIS_Main.m"文件。
有比较好的效果。

敏捷项目管理(第二版),amazon上五星级评价AddisonWesley,2009Bestpracticesformanagingprojectsinagileenvironments—nowupdatedwithnewtechniquesforlargerprojectsToday,thepaceofprojectmanagementmovesfaster.Projectmanagementneedstobecomemoreflexibleandfarmoreresponsivetocustomers.UsingAgileProjectManagement(APM),projectmanagerscanachieveallthesegoalswithoutcompromisingvalue,quality,orbusinessdiscipline.InAgileProjectManagement,SecondEdition,renownedagilepioneerJimHighsmiththoroughlyupdateshisclassicguidetoAPM,extendingandrefiningittosupporteventhelargestprojectsandorganizations.Writingforprojectleaders,managers,andexecutivesatalllevels,Highsmithintegratesthebestprojectmanagement,productmanagement,andsoftwaredevelopmentpracticesintoanoverallframeworkdesignedtosupportunprecedentedspeedandmobility.Themanytopicsaddedinthisneweditionincludeincorporatingagilevalues,scalingagileprojects,releaseplanning,portfoliogovernance,andenhancingorganizationalagility.ProjectandbusinessleaderswillespeciallyappreciateHighsmith’snewcoverageofpromotingagilitythroughperformancemeasurementsbasedonvalue,quality,andconstraints.Thisedition’scoverageincludes:*Understandingtheagilerevolution’simpactonproductdevelopment*Recognizingwhenagilemethodswillworkinprojectmanagement,andwhentheywon’t*SettingrealisticbusinessobjectivesforAgileProjectManagement*Promotingagilevaluesandprinciplesacrosstheorganization*UtilizingaprovenAgileEnterpriseFrameworkthatencompassesgovernance,projectanditerationmanagement,andtechnicalpractices*Optimizingallfivestagesoftheagileproject:Envision,Speculate,Explore,Adapt,andClose*Organizationalandproduct-relatedprocessesforscalingagiletothelargestprojectsandteams*A

function[PSNR,y_est]=BM3D(y,z,sigma,profile,print_to_screen,N2,N2_wiener,Ns,Ns_wiener,tau_match)%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%BM3DisanalgorithmforattenuationofadditivewhiteGaussiannoisefrom%grayscaleimages.Thisalgorithmreproducestheresultsfromthearticle:%%[1]K.Dabov,A.Foi,V.Katkovnik,andK.Egiazarian,"ImageDenoising%bySparse3DTransform-DomainCollaborativeFiltering,"%IEEETransactionsonImageProcessing,vol.16,no.8,August,2007.%preprintathttp://www.cs.tut.fi/~foi/GCF-BM3D.%%%FUNCTIONINTERFACE:%%[PSNR,y_est]=BM3D(y,z,sigma,profile,print_to_screen)%%!Thefunctioncanworkwithoutanyoftheinputarguments,%inwhichcase,theinternaldefaultonesareused!%%BASICUSAGEEXAMPLES:%%Case1)Usingthedefaultparameters(i.e.,imagename,sigma,etc.)%%[PSNR,y_est]=BM3D;%%Case2)Usinganexternalnoisyimage:

PetrifyisatoolforthesynthesisofboundedPetrinetsandlogicsynthesisofasynchronouscontrollers.PetrifyinitiallyperformsatokenflowanalysisofthePetrinetandproducesafinitetransitionsystem(TS).IntheinitialTS,alltransitionswiththesamelabelareconsideredasoneevent.TheTSisthentransformedandtransitionsrelabeledtofulfiltheconditionsrequiredtoobtainaPetrinetwithbisimilarortrace-equivalentbehavior.SomepropertiesforthesynthesizedPetrinetcanbeimposed(e.g.free-choice,uniquechoice,pure,state-machinedecomposable,etc.).Additionally,petrifycaninterpretthePetrinetasaSignalTransitionGraph(STG),inwhicheventsrepresentrising/fallingtransitionsofdigitalsignals.FromanSTG,petrifycansynthesizeaspeed-independentcircuitbysolvingtheproblemsofstateencoding,logicsynthesis,logicdecompositionandtechnologymappingontoagatelibrary.Petrifycanalsosynthesizecircuitundertimingassumptionsspecifiedbythedesignerorautomaticallygeneratedbythetool.PetrifyreadstheinputdescriptionfromstdinandwritestheresultingSTGtostdoutunlessotherwisespecified

Thistextbookintroducessparseandredundantrepresentationswithafocusonapplicationsinsignalandimageprocessing.Thetheoreticalandnumericalfoundationsaretackledbeforetheapplicationsarediscussed.Mathematicalmodelingforsignalsourcesisdiscussedalongwithhowtousethepropermodelfortaskssuchasdenoising,restoration,separation,interpolationandextrapolation,compression,sampling,analysisandsynthesis,detection,recognition,andmore.Thepresentationiselegantandengaging.SparseandRedundantRepresentationsisintendedforgraduatestudentsinappliedmathematicsandelectricalengineering,aswellasappliedmathematicians,engineers,andresearcherswhoareactiveinthefieldsofsignalandimageprocessing.*Introducestheoreticalandnumericalfoundationsbeforetacklingapplications*Discusseshowtousethepropermodelforvarioussituations*Introducessparseandredundantrepresentations*FocusesonapplicationsinsignalandimageprocessingThefieldofsparseandredundantrepresentationmodelinghasgonethroughamajorrevolutioninthepasttwodecades.Thisstartedwithaseriesofalgorithmsforapproximatingthesparsestsolutionsoflinearsystemsofequations,latertobefollowedbysurprisingtheoreticalresultsthatguaranteethesealgorithms’performance.Withthesecontributionsinplace,majorbarriersinmakingthismodelpracticalandapplicablewereremoved,andsparsityandredundancybecamecentral,leadingtostate-of-the-artresultsinvariousdisciplines.Oneofthemainbeneficiariesofthisprogressisthefieldofimageprocessing,wherethismodelhasbeenshowntoleadtounprecedentedperformanceinvariousapplications.Thisbookprovidesacomprehensiveviewofthetopicofsparseandredundantrepresentationmodeling,anditsuseinsignalandimageprocessing.Itoffersasystematicandorderedexposuretothetheoreticalfoundationsofthisdatamodel,thenumericalaspec

时至今日，广告教父DavidOgilvy的言论与作品仍然是无数广告人心中不朽的经典与学习典范。
本文作者从其著作《一个广告人的自白》以及他广告生涯中最为传奇的一系列案例，总结了8点可为F2P游戏所用的经验。
经典美剧《广告狂人（MadMen）》中的主角DonDraper的原型即是DavidOgilvy——被誉为“广告教父（FatherofAdvertising）”的他是20世纪叱咤广告界的传奇人物，其著作《一个广告人的自白》则是无数同行心中当之无愧的经典。
此书于1963年首次出版，内容围绕纸媒广告展开（电视广告只是一笔带过），细数广告行业的运行规律和运营广告公司并兼顾创意和管理的种种金

基于经验模态分解（EMD）去噪的matlab代码,(Denoisingsignalsusingempiricalmodedecompositionandhurstanalysis)

使用matlab对二维伊辛模型进行数值模拟。
通过Metropolis准则判定磁矩是否反转。
以图像的方式给出磁矩的分布随时间的变化。
可以明显看到铁磁性与顺磁性的差别。

IT项目管理（英文版.第四版）/（美）施瓦尔布（Schwalbe，K.）著.—北京:机械工业出版社，2006.7（经典原版书库）课后习题答案语言——英文Class130613Team3MadeByWangWanHongorganizationscollectandcontrolanentiresuiteofprojectsorinvestmentsasonesetofinterrelatedactivitiesinaportfolio.Theprojectportfoliomanagementingeneralisdividedintofivelevels,fromthesimpletothecomplexare:1]Putalltheitemsintoadatabase2Settingprioritiesfortheitemsinthedatabase3]Accordingtothedifferenttypeofinvestment,theseitemsweredividednto2-3Budget4RunKnowledgebaseautomatically5ApplythemodernPortfolioTheory7.WhataretheskillsrequiredforProjectManagers?Answer:Projectmanagersneedawidevarietyofskills.Theyneedbothhard"andsoftskillsHardskillsincludeproductknowledgeandknowinghowtousevariousprojectmanagementtoolsandtechniquesoSoftskillsincludebeingabletoworkwithvarioustypesofpeople.1)Communicationskills:Listens,persuades2)Organizationalskills:Plans,setsgoals,analyzes3)Team-buildingskills:Showsempathy(同感,共鸣),motivates,promotesespritdecorps4)Leadershipskills:Setsexamples,providesvision(bigpicture),delegatespositive,energetic5]Copingskills:Flexible,creative,patient,persistent6Technologyskills:Experience,projectknowledge8.ExpandPMiandPMP?AnswerPMI:ProjectManagementInstitutePMP:ProjectManagementProfessionaChapter-21.ExplainSystemApproachofProjectmanagement?AnswersSystemsapproachdescribesaholistic(A])andanalyticalapproachtoPage3Class130613Team3MadeByWangWanHongsolvingcomplexproblemsThreepartsinclude:Systemsphilosophy:Viewthingsassystems,whichareinteracting(fh互作用)componentsthatworkwithinanenvironmenttofulfillsomepurposeSystemsanalysisisaproblem-solvingapproach1)Definethescopeofthesystem2Divideintocomponents3Identifyandevaluatingsystemproblems,opportunities,constraintsandneeds4]Examinealternativesolutionforimprovingthecurrentsituation5)Identify(f)ansolutionoractionplanandexaminethatplanagainsttheentiresySystemsmanagement:Addressbusiness,technological,andorganizationalissuesassociatedwithcreating,maintaining,andmakingchangestosystems1Identifyandsatisfythekeystakeholders2Doingthebestfortheorganization2.Whatarethethreebasicorganizationalstructures?Answer:Threegeneralclassificationsoforganizationalstructuresarefunctional,project,andmatrix.Afunctionalorganizationalstructureisthehierarchy.Functionalmanagersorvicepresidentsinspecialtiesreporttotheceo.Thestaffshavespecializedskills.Aprojectorganizationalstructurealsohasahierarchicalstructure,buttheirprogrammanagersreporttotheceoAmatrixorganizationalstructurerepresentsthemiddlegroundbetweenfunctionalandprojectstructures3.DrawandexplainthephasesofthetraditionalprojectLifeCycle?Answer:Page4Class130613Team3MadeByWangWanHongProjectFeasibilityProjectAcquisitionConceptDevelopmentImplementationClose-outFigurePhasesofthetraditionalprojectlifecycleIntheconceptphaseofaproject,managersusuallybrieflydescribetheproject-theydevelopaveryhigh-levelorsummaryplanfortheproject,whichdescribestheneedforprojectandbasicunderlyingconceptInthedevelopmentphase,theprojectteamcreatesmoredetailedprojectplans,amoreaccuratecostestimate,andamorethoroughwbsIntheImplementationphase,theprojectteamcreatesadefinitiveorveryaccuratecostestimate,deliverstherequiredwork,andprovidesperformancereportstostakeholdersIntheclose-outphase,alloftheworkiscompleted,andthereshouldbesomesortofcustomeracceptanceoftheentireproject4.Whatarephaseexits?Answer:phaseexitsarethephase-endreviewofkeydeliverablesthatallowtheorganizationtoevaluatetheprojectsperformanceandtotakeimmediateactiontocorrectanyerrorsorproblems5.Howcantopmanagementhelpprojectmanagers?Answer:TopmanagementcanhelpprojectmanagersinthefollowingwaysTheprojectmanagerneedsadequate(足够的)resourcesThebestwaytokillaprojectistowithhold(E)therequiredmoney,humanresources,andvisibilityfortheproject.Iftheprojectmanagershavetopmanagementcommitment,theywillalsohaveadequateresourcesandnotbedistractedbyeventsthatdonotaffecttheirspecificprojectsProjectmanagersoftenrequireapprovalforuniqueprojectneedsinatimelymannerProjectmanagersmusthavecooperationfrompeopleinotherpartsofthePage5Class130613Team3MadeByWangWanHongorganizationProjectmanagersoftenneedsomeonetomentorandcoachthemonleadershipissuesChapter-31.ExplainProjectmanagementprocessgroups?AnswerInitiatingPlanningExecutingandControllingClosingProcessProcessProcessProcessProcessGroupGrouproupGroupGroupActivityStartFinishTimeMonitoringInitiatingExecutingandClosingControllig∩,,PlanningkProjectmanagementprocessgroupsprogressfrominitiationactivitiestoplanningactivities,executingactivities,monitoringandcontrollingactivities,andclosingactivities.Initiatingprocessesincludedefiningandauthorizingaprojectorprojectphase.Planningprocessesincludedevisingandmaintainingaworkablescheme.ExecutingprocessesincludecoordinatingpeopleandotherresourcesMonitoringandcontrollingprocessesincluderegularlymeasuringandmonitoringprogresstoensurethattheprojectteammeetstheprojectobjectives.ClosingprocessesincludeformalizingacceptanceoftheprojectorprojectphaseandendingitefficientlyPage6Class130613Team3MadeByWangWanHongChaptter-41.DrawProjectManagementFramework?Answer:TheProjectManagementFrameworkisProjectPortfolioProject1Project9KnowledgeAreasToolsandProject3EySEnterpriseProject4uccessCorefunctionstechniquesProject5TimeCostQualityProject6MatMgt.MgtMat1gProjectIntegrationManagementProjectStakeholders'SuccessedsandexpectatonsHRComm.RiskProcure.G++MatMatMgtMatFacilitatingFunctions2.ListthevariousProjectIntegrationManagementProcesses?Answer1)Developtheprojectcharter,whichinvolvesworkingwithstakeholderstocreatethedocumentthatformallyauthorizesaproject-thecharter2)Developthepreliminaryprojectscopestatement,whichinvolvesurtherworkwithstakeholders,especiallyusersoftheproject'sproducts,services,orresults,todevelopthehigh-levelscoperequirements.Theoutputofthisprocessistheprocessisthepreliminaryprojectscopestatement3Developtheprojectmanagementplan,whichinvolvescoordinatingallplanningeffortstocreateaconsistent,coherentdocument-theprojectmanagementplan4Directandmanageprojectexecution,whichinvolvescarryingouttheprojectmanagementplanbyperformingtheactivitiesincludedinit.Theoutputsofthisprocessaredeliverables,requestedchanges,workperformanceinformation,implementedchangerequest,correctiveactions,preventiveactions,anddefectrepair.5)Monitorandcontroltheprojectwork,whichinvolvesoverseeingPage7Class130613Team3MadeByWangWanHongprojectworktomeettheperformanceobjectiveoftheproject.Theoutputsofthisprocessarerecommendeddefectrepair,andrequestedchanges6)Performintegratedchangecontrol,whichinvolvescoordinatingchangesthataffecttheproject'sdeliverablesandorganizationalprocessassets.Theoutputsofthisprocessincludeapprovedandrejectedchangerequests,approvedcorrectiveandpreventiveactions,approvedandvalidateddefectrepair,deliverables,andupdatestothepIrojectmanagementplanandprojectscopestatement.7Closetheproject,whichinvolvesfinalizingallprojectactivitiestoformallyclosetheprojectOutputsofthisprocessincludefinalproducts,services,orresults,administrativeandcontractclosureprocedures,andupdatestoorganizationalprocessassets3.WhatisSWotanalysis?Answer:SWOTAnalysisisastrategicplanningmethodusedtoevaluatetheStrengths,Weaknesses,Opportunities,andThreatsinvolvedinaprojectorinabusinessventure.Itinvolvesspecifyingtheobjectiveofthebusinessventureorprojectandidentifyingtheinternalandexternalfactorsthatarefavorableandunfavorabletoachievingthatobjective4.WhatisaProjectcharterdocument?Answer:Aprojectcharterisadocumentthatformallyrecognizestheexistenceofaprojectandprovidesdirectionontheproject'sobjectivesandmanagement5.Whatisscopestatementdocument?Answer:ScopeStatementisadocumentfortherighttoreachacommonunderstandingofprojectscopeaswellastheconfirmation.Itdescribesindetailwhatworkshouldbeaccomplishedintheproject,andisanimportanttooltopreventthespreadofthescope.Scopestatementshouldincludetheoverallprojectobjectivesanddescription,productdescription,allprojectdeliverables,aswellasasynthesisofthedeterminantsofsuccessoftheprojectdescriptions6.Whatisscopecreeps?Answer:Scopecreepisthetendencyofaprojecttoincludemoretasksortoimplementmoresystemsthanoriginallyspecified,whichoftenleadstoPage8Class130613Team3MadeByWangWanHonghiigherthanplannedprojectcostsandanextensionoftheinitialimplementationdate.Inotherwordsitbasicallymeansafeaturethatwasinitiallythoughttobesimplethat'sexplodinginscale7.Whatarethecommonelementsofaprojectmanagementplan?AnsweroIntroductionoroverviewoftheproject1)Projectname2Projectdescriptionitsneed3Sponsor'sname4NamesofthePMProjectTeamdEliverables6Listofreferencematerials7)ListofdefinitionsandacronymsoDescriptionofhowtheprojectisorganizedOrganizationalcharts2Projectresponsibilities3Otherorganizationalorprocess-relatedinformationManagementandtechnicalprocessesusedontheproject1)ManagementobjectivesProjectControls3RiskManagement4staffing5TechnicalProcessesoWorktobedone,schedule,andbudgetinformation1)Majorworkpackages2)Keydeliverables3)Otherwork-relatedinformation4Summaryschedule5Detailedschedule6Otherschedule-relatedinformation7Summarybudgets8Detailedbudget9)OtherbudgetrelatedinformationPage9Class130613Team3MadeByWangWanHong8.Whatisstakeholderanalysis?Answer:Stakeholderanalysisisanimportanttechniqueforstakeholderidentificationanalyzingtheirneeds.Itisusedtoidentifyallkeystakeholderswhohavevestedinterestintheissueswithwhichtheprojectisconcerned.Theaimofstakeholderanalysisprocessistodevelopastrategicviewofthehumanandinstitutionallandscape,andtherelationshipsbetweenthedifferentstakeholdersandtheissuestheycareaboutmost9.ExplainCCBsAnswer:CCBisaChangeControlBoardforshort.CCBsprovideguidelinesforpreparingchangerequests,evaluatechangerequests,andmanagetheimplementationofapprovedchanges10.Explain48-hourspolicy?Answer:A"48-hourpolicy"canhelptaskleadersonalargeinformationtechnologyprojectreachagreementsonkeydecisionsorchangeswithintheirexpertiseandauthority.Itallowsprojectteammemberstomakeadecisionandhave48hourstoseekapprovalfromtopmanagement.Iftheteamdecisioncannotbeimplemented,managementhas48hourstoreverseadecision;otherwise,theteamsdecisionisapprovedChapter-51.WhatisProjectScopeManagement?Answer:Projectscopemanagementisthedefinitionaboutwhatisincludedandwhatisnotincludedintheprojectandtheprocessofcontrolling.Thisprocessensuresthattheprojectteamandstakeholdershaveacommonunderstandingoftheprojectproductsastheprojectresultandtheprocessesusedinproducingtheseproducts.Themainprocessesare:Scopeplan;Scopedefinition;CreateWBS;Scopeconfirm;Scopecontrol2.ListthevariousProjectscopemanagementProcesses?AnswereScopeplanningDecidinghowthescopewillbedefined,verified,andcontrolledandhowthewbswillbecreatedPage10

在日常工作中，钉钉打卡成了我生活中不可或缺的一部分。然而，有时候这个看似简单的任务却给我带来了不少烦恼。 每天早晚，我总是得牢记打开钉钉应用，点击"工作台"，再找到"考勤打卡"进行签到。有时候因为工作忙碌，会忘记打卡，导致考勤异常，影响当月的工作评价。而且，由于我使用的是苹果手机，有时候系统更新后，钉钉的某些功能会出现异常，使得打卡变得更加麻烦。 另外，我的家人使用的是安卓手机，他们也经常抱怨钉钉打卡的繁琐。尤其是对于那些不太熟悉手机操作的长辈来说，每次打卡都是一次挑战。他们总是担心自己会操作失误，导致打卡失败。 为了解决这些烦恼，我开始思考是否可以通过编写一个全自动化脚本来实现钉钉打卡。经过一段时间的摸索和学习，我终于成功编写出了一个适用于苹果和安卓系统的钉钉打卡脚本。