奥本海姆（AlanV．Oppenheim）教授是美国麻省理工学院电子学研究实验室（ELE）的首席研究员，其研究领域包括在一般领域的信号处理及应用。
奥本海默教授是美国国家工程院院士（NationalAcademyofEngineering）和IEEE会士，也是EtaKappaNu和SigmaXi的联谊会会员。
同时他还是古根海姆（Guggenheim）学者和以色列特拉维夫大学赛克勒尔（Sackler）学者。
奥本海姆教授因其出色的科研和教学工作多次获奖，其中包括IEEE教育勋章、IEEE百年杰出贡献奖、IEEE在声学、语音和信号处理领域的社会与科学成就奖和资深成就奖。
2007年他还获得了IEEEJackS．Kilby信号处理奖章。
目录第1章信号与系统SignalsandSystems第2章线性时不变系统LinearTime—InvariantSystems第3章周期信号的傅里叶级数表示FourierSeriesRepresentationofPeriodicSignals第4章连续时间傅里叶变换TheContinuous—TimeFourierTransform第5章离散时间傅里叶变换TheDiscreteTimeFourierTransf01Tll第6章信号与系统的时域和频域特性Time—andFrequeneyCharacterizationofSignalsandSystems第7章抽样Sampling第8章通信系统CommunicationSystems第9章拉普拉斯变换TheLaplaceTransform第10章Z变换TheZTransf01TII第11章线性反馈系统LinearFeedbackSystems附录部分分式展开Partial-FractionExpansion参考文献Bibliography习题答案Answers索引Inde

DifferentialEquationsandLinearAlgebra(4th)英文无水印原版pdf第4版pdf所有页面使用FoxitReader、PDF-XChangeViewer、SumatraPDF和Firefox测试都可以打开本资源转载自网络，如有侵权，请联系上传者或csdn删除查看此书详细信息请在美国亚马逊官网搜索此书EditorialDirector,Mathematics:ChristinehoagEditor-in-Chief:DeirdreLynchAcquisitionsEditor:WilliamHoffmaProjectTeamLead:ChristinaleProjectmanager:LaurenMorseEditorialAssistant:JenniferSnyderProgramTeamLead:KarenwernholmProgramManagerDaniellesimbajonCoverandillustrationDesign:StudioMontageProgramDesignLead:BethPaquinProductMarketingManagerClaireKozarProductMarketingCoordiator:BrookesmithFieldMarketingManager:EvanStCyrSeniorAuthorSupport/TechnologySpecialist:JoevetereSeniorProcurementSpecialist:CarolMelvilleInteriorDesign,ProductionManagement,AnswerArt,andCompositioneNergizerAptara,LtdCoverImage:LighttrailsonmodernbuildingbackgroundinShanghai,China-hxdyl/123RFCopyrightO2017,2011,2005PearsonEducation,Inc.oritsaffiliates.AllRightsReserved.PrintedintheUnitedStatesofAmerica.Thispublicationisprotectedbycopyright,andpermissionshouldbeobtainedfromthepublisherpriortoanyprohibitedreproduction,storageinaretrievalsystem,ortransmissioninanyformorbyanymeans,electronic,mechanical,photocopyingrecording,orotherwise.Forinformationregardingpermissions,requestformsandtheappropriatecontactswithinthePearsonEducationGlobalRights&Permissionsdepartmentpleasevisitwww.pearsoned.com/permissions/PEARSONandALWAYSLEARNINGareexclusivetrademarksintheU.s.and/orothercountriesownedbyPearsonEducation,Inc.oritsaffiliatesUnlessotherwiseindicatedherein,anythird-partytrademarksthatmayappearinthisworkarethepropertyoftheirrespectiveowandanyreferencestothird-partytrademarks,logosorothertradedressarefordemonstrativeordescriptivepurposesonly.SuchofsuchmarksoranyrelationshipbetweentheownerandPearsonEducation,Inc.oritsaffiliates,authors,licenseesordistributortreferencesarenotintendedtoimplyanysponsorship,endorsement,authorization,orpromotionofPearsonsproductsbytheownersLibraryofCongressCataloging-in-PublicationDataGoode.StephenwDifferentialequationsandlinearalgebra/StephenW.GoodeandScottA.AnninCaliforniastateUniversity,Fullerton.-4theditionpagescmIncludesindexISBN978-0-321-96467-0—ISBN0-32196467-51.Differentialequations.2.Algebras,Linear.I.Annin,Scott.II.TitleQA371.G6442015515’.35-dc23201400601512345678910V031-1918171615PEARSONISBN10:0-321-96467-5www.pearsonhighered.comISBN13:978-0-321-96467-0ContentsPrefacevii1First-OrderDifferentialEquations1.1DifferentialEquationsEverywhere11.2BasicIdeasandTerminology131.3TheGeometryofFirst-OrderDifferentialEquations231.4SeparableDifferentialEquations341.5SomeSimplePopulationModels451.6First-OrderLinearDifferentialEquations531.7ModelingProblemsUsingFirst-OrderLinearDifferentialEquations61.8Changeofvariables711.9ExactDifferentialEquations821.10Numericalsolutiontofirst-OrderDifferentialEquations931.11SomeHigher-OrderDifferentialEquations1011.12ChapterReview1062MatricesandSystemsofLinearEquations1142.1Matrices:Definitionsandnotation1152.2MatrixAlgebra1222.3TerminologyforSystemsofLinearEquations13824R。
w-EchelonMatricesandElementaryR。
wOperations1462.5Gaussianelimination1562.6TheInverseofasquarematrix1682.7ElementaryMatricesandtheLUFactorization1792.8TheInvertiblematrixtheoremi1882.9ChapterReview1903Determinants1963.1TheDefinitionofthedeterminant1963.2PropertiesofDeterminants2093.3CofactorExpansions2223.4SummaryofDeterminants2353.5ChapterReview242iyContents4VectorSpaces2464.1Vectorsinrn2484.2DefinitionofaVectorSpace2524.3Subspaces2634.4SpanningSets2744.5LinearDependenceandLinearIndependence2844.6Basesanddimension2984.7Changeofbasis3114.8RowSpaceandColumnSpace3194.9TheRank-NullityTheorem3254.10InvertibleMatrixTheoremll3314.11ChapterReview3325InnerProductSpaces3395.1DefinitionofanInnerproductspace3405.2OrthogonalSetsofvectorsandorthogonalProjections3525.3Thegram-Schmidtprocess3625.4LeastSquaresApproximation3665.5ChapterReview3766LinearTransformations3796.1Definitionofalineartransformation3806.2Transformationsofr23916.3TheKernelandrangeofalineartransformation3976.4AdditionalPropertiesofLinearTransformations4076.5Thematrixofalineartransformation4196.6Chaiterreview4287EigenvaluesandEigenvectors4337.1TheEigenvalue/EigenvectorProblem4347.2GeneralResultsforEigenvaluesandEigenvectors4467.3Diagonalization4547.4AnIntroductiontotheMatrixExponentialFunction4627.5OrthogonalDiagonalizationandQuadraticforms4667.6Jordancanonicalforms4757.7Chapterreview4888LinearDifferentialEquationsofOrdern4938.1GeneralTheoryforLinearDifferentialEquations4958.2ConstantCoefficientHomogeneousLinearDifferentialEquations5058.3ThemethodofundeterminedcoefficientsAnnihilators5158.4Complex-ValuedTrialSolutions5268.5OscillationsofaMechanicalSystem529Contentsv8.6RLCCircuits5428.7TheVariationofparametersmethod5478.8ADifferentialEquationwithNonconstantCoefficients5578.9Reductionoforder5688.10ChapterReview5739SystemsofDifferentialEquations5809.1First-OrderLinearSystems5829.2VectorFormulation5889.3GeneralResultsforfirst-OrderLinearDifferentialystems5939.4VectorDifferentialEquations:NondefectiveCoefficientMatrix5999.5VectorDifferentialEquations:DefectiveCoefficientMatrix6089.6Variation-of-ParametersforLinearSystems6209.7SomeApplicationsofLinearSystemsofDifferentialEquations6259.8MatrixExponentialFunctionandSystemsofDifferentialEquations6359.9ThePhasePlaneforLinearAutonomousSystems6439.10NonlinearSystems6559.11ChapterReview66310TheLaplaceTransformandSomeElementaryApplications67010.1DefinitionoftheLaplaceTransform67010.2TheExistenceofthelaplacetransformandtheInversetransform67610.3PeriodicFunctionsandtheLaplacetransform68210.4ThetransformofderivativesandsolutionofInitial-Valueproblems68510.5TheFirstShiftingTheorem69010.6TheUnitStepFunction69510.7TheSecondShiftingTheorem69910.8ImpulsiveDrivingTerms:TheDiracDeltaFunction70610.9TheConvolutionIntegral71110.10ChapterReview71711SeriesSolutionstoLinearDifferentiaEquations72211.1AReviewofpowerseries72311.2SeriesSolutionsaboutanOrdinaryPoint73111.3TheLegendreEquation74111.4SeriesSolutionsaboutaRegularSingularPoint75011.5Frobeniustheory75911.6Bessel'sEquationofOrderp77311.7Chapterreview785ViContentsAReviewofComplexNumbers791BReviewofPartialFractions797CReviewofIntegrationTechniques804DLinearlyIndependentSolutionstox2y+xp(x)y+g(x)y=0811Answerstoodd-NumberedExercises814Index849S.W.GoodededicatesthisbooktomeganandtobiS.A.annindedicatesthisbooktoarthurandJuliannthebestparentsanyonecouldaskforPretraceLikethefirstthreeeditionsofDifferentialEquationsandLinearalgebra,thisfourtheditionisintendedforasophomorelevelcoursethatcoversmaterialinbothdifferentialequationsandlinearalgebra.Inwritingthistextwehaveendeavoredtodevelopthestudentsappreciationforthepowerofthegeneralvectorspaceframeworkinformulatingandsolvinglinearproblems.Thematerialisaccessibletoscienceandengineeringstu-dentswhohavecompletedthreesemestersofcalculusandwhobringthematurityofthatsuccesswiththemtothiscourseThistextiswrittenaswewouldnaturallyteachblendinganabundanceofexamplesandillustrations,butnotattheexpenseofadeliberateandrigoroustreatment.MostresultsareprovenindetailHowever,manyofthesecanbeskippedinfavorofamoreproblem-solvingorientedapproachdependingonthereader'sobjectives.Somereadersmayliketoincorporatesomeformoftechnology(computeralgebrasystem(CAS)orgraphingcalculator)andthereareseveralinstancesinthetextwherethepoweroftechnologyisillustratedusingtheCasMaple.Furthermore,manyexercisesetshaveproblemsthatrequiresomeformoftechnologyfortheirsolutionTheseproblemsaredesignatedwithaoIndevelopingthefourtheditionwehaveoncemorekeptmaximumflexibilityofthematerialinmind.Insodoing,thetextcaneffectivelyaccommodatethedifferentemphasesthatcanbeplacedinacombineddifferentialequationsandlinearalgebracourse,thevaryingbackgroundsofstudentswhoenrollinthistypeofcourse,andthefactthatdifferentinstitutionshavedifferentcreditvaluesforsuchacourse.Thewholetextcanbecoveredinafivecredit-hourcourse.Forcourseswithalowercredit-hourvalue,someselectivitywillhavetobeexercised.Forexample,much(orall)ofChapterImaybeomittedsincemoststudentswillhaveseenmanyofthesedifferentialequationstopicsinanearliercalculuscourse,andtheremainderofthetextdoesnotdependonthetechniquesintroducedinthischapter.Alternatively,whileoneofthemajorgoalsofthetextistointerweavethematerialondifferentialequationswiththetoolsfromlinearalgebrainasymbioticrelationshipasmuchaspossible,thecorematerialonlinearalgebraisgiveninChapters2-7sothatitispossibletousethisbookforacoursethatfocusessolelyonthelinearalgebrapresentedinthesesixchapters.ThematerialondifferentialequationsiscontainedprimarilyinChapters1and8-1l,andreaderswhohavealreadytakenafirstcourseinlinearalgebracanchoosetoproceeddirectlytothesechaptersThereareothermeansofeliminatingsectionstoreducetheamountofmaterialtobecoveredinacourse.Section2.7containsmaterialthatisnotrequiredelsewhereinthetext,Chapter3canbecondensedtoasinglesection(Section3.4)forreadersneedingonlyacursoryoverviewofdeterminants,andSections4.7,5.4,andthelatersectionsofChapters6and7couldallbereservedforasecondcourseinlinearalgebra.InChapter8Sections8.4,8.8,and8.9canbeomitted,and,dependingonthegoalsofthecourse,Sections8.5and8.6couldeitherbede-emphasizedoromittedcompletelySimilarremarksapplytoSections9.7-9.10.AtCaliforniaStateUniversity,Fullertonwehaveafourcredit-hourcourseforsophomoresthatisbasedaroundthematerialinChapters1-9viiiPrefaceMajorChangesintheFourthEditionSeveralsectionsofthetexthavebeenmodifiedtoimprovetheclarityofthepresentationandtoprovidenewexamplesthatreflectinsightfulillustrationswehaveusedinourowncoursesatCaliforniaStateUniversity,Fullerton.OthersignificantchangeswithinthetextarelistedbeleOW1.ThechapteronvectorspacesinthepreviouseditionhasbeensplitintotwochaptersChapters4and5)inthepresentedition,inordertofocusseparateattentiononvectorspacesandinnerproductspaces.Theshorterlengthofthesetwochaptersisalsointendedtomakeeachofthemlessdaunting2.Thechapteroninnerproductspaces(Chapter5)includesanewsectionprovidinganapplicationoflinearalgebratothesubjectofleastsquaresapproximation3.Thechapteronlineartransformationsinthepreviouseditionhasbeensplitintotwochapters(Chapters6and7)inthepresentedition.Chapter6isfocusedonlineartransformations,whileChapter7placesdirectemphasisonthetheoryofeigenvaluesandeigenvectors.Oncemore,readersshouldfindtheshorterchapterscoveringthesetopicsmoreapproachableandfocused4.Mostexercisesetshavebeenenlargedorrearranged.Over3,000problemsarenowcontainedwithinthetext,andmorethan600concept-orientedtrue/falseitemsarealsoincludedinthetext5.Everychapterofthebookincludesoneormoreoptionalprojectsthatallowformorein-depthstudyandapplicationofthetopicsfoundinthetext6.ThebackofthebooknowincludestheanswertoeveryTrue-FalsereviewitemcontainedinthetextAcknowledgmentsWewouldliketoacknowledgethethoughtfulinputfromthefollowingreviewersofthefourthedition:JameyBassofCityCollegeofSanFrancisco,TamarFriedmannofUniversityofrochester,andlinghaiZhangofLehighUniversityAlloftheircommentswereconsideredcarefullyinthepreparationofthetextS.A.Annin:Ioncemorethankmyparents,ArthurandJuliannAnnin,fortheirloveandencouragementinallofmyprofessionalendeavors.Ialsogratefullyacknowledgethemanystudentswhohavetakenthiscoursewithmeovertheyearsand,insodoinghaveenhancedmyloveforthesetopicsanddeeplyenrichedmycareerasaprofessorFirst-OrderDifferentiaEquations1.1DifferentialEquationsEverywhereadifferentialequationisanyequationthatinvolvesoneormorederivativesofanunknownfunction.Forexample(1.1.1dxds(S-1)(1.1.2)aredifferentialequations.Inthedifferentialequation(1.1.1)theunknownfunctionordependentvariableisy,andxistheindependentvariable;inthedifferentialequation(1.1.2)thedependentandindependentvariablesareSandt,respectively.Differentialequationssuchas(1.1.1)and(1.1.)inwhichtheunknownfunctiondependsonlyonasingleindependentvariablearecalledordinarydifferentialequations.Bycontrast,thedifferentialequationLaplace'sequation)0involvespartialderivativesoftheunknownfunctionu(x,y)oftwoindependentvariablesxandy.SuchdifferentialequationsarecalledpartialdifferentialequationsOnewayinwhichdifferentialequationscanbecharacterizedisbytheorderofthehighestderivativethatoccursinthedifferentialequationThisnumberiscalledtheorderofthedifferentialequation.Thus,(l1.1)hasordertwo,whereas(1.1.2)isafirst-orderdifferentialequation1

Formanycomputervisionproblems,themosttimeconsumingcomponentconsistsofnearestneighbormatchinginhigh-dimensionalspaces.Therearenoknownexactalgorithmsforsolvingthesehigh-dimensionalproblemsthatarefasterthanlinearsearch.Approximatealgorithmsareknowntoprovidelargespeedupswithonlyminorlossinaccuracy,butmanysuchalgorithmshavebeenpublishedwithonlyminimalguidanceonselectinganalgorithmanditsparametersforanygivenproblem.Inthispaper,wedescribeasystemthatanswersthequestion,“Whatisthefastestapproximatenearest-neighboralgorithmformydata?”Oursystemwilltakeanygivendatasetanddesireddegreeofprecisionandusethesetoautomaticallydeterminethebestalgorithmandparametervalues.Wealsodescribeanewalgorithmthatappliesprioritysearchonhierarchicalk-meanstrees,whichwehavefoundtoprovidethebestknownperformanceonmanydatasets.Aftertestingarangeofalternatives,wehavefoundthatmultiplerandomizedk-dtreesprovidethebestperformanceforotherdatasets.Wearereleasingpublicdomaincodethatimplementstheseapproaches.Thislibraryprovidesaboutoneorderofmagnitudeimprovementinquerytimeoverthebestpreviouslyavailablesoftwareandprovidesfullyautomatedparameterselection.

StartingOutwithPython,GlobalEditionBy作者:TonyGaddis(author)ISBN-10书号:1292225750ISBN-13书号:9781292225753Edition版本:4thedition出版日期:2018-04-20Pages:748ForcoursesinPythonprogramming.Aclearandstudent-friendlyintroductiontothefundamentalsofPythonInStartingOutwithPython,4thEdition,TonyGaddis’accessiblecoverageintroducesstudentstothebasicsofprogramminginahigh-levellanguage.Python,aneasy-to-learnandincreasinglypopularobject-orientedlanguage,allowsreaderstobecomecomfortablewiththefundamentalsofprogrammingwithoutthetroublesomesyntaxthatcanbechallengingfornovices.WiththeknowledgeacquiredusingPython,studentsgainconfidenceintheirskillsandlearntorecognizethelogicbehinddevelopinghigh-qualityprograms.StartingOutwithPythondiscussescontrolstructures,functions,arrays,andpointersbeforeobjectsandclasses.AswithallGaddistexts,clearandeasy-to-readcodelistings,conciseandpracticalreal-worldexamples,focusedexplanations,andanabundanceofexercisesappearineverychapter.Updatestothe4thEditionincluderevised,improvedproblemsthroughout,andnewTurtleGraphicssectionsthatprovideflexibilityasassignable,optionalmaterial.PrefaceChapter1IntroductiontoComputersandProgrammingChapter2Input,Processing,andOutputChapter3DecisionStructuresandBooleanLogicChapter4RepetitionStructuresChapter5FunctionsChapter6FilesandExceptionsChapter7ListsandTuplesChapter8MoreAboutStringsChapter9DictionariesandSetsChapter10ClassesandObject-OrientedProgrammingChapter11InheritanceChapter12RecursionChapter13GUlProgrammingAppendixAInstalingPythonAppendixBIntroductiontoIDLEAppendixCTheASCllCharacterSetAppendixDPredefinedNamedColorsAppendixEMoreAbouttheimportStatementAppendixFInstallingModuleswiththepipUtilityAppendixGAnswerstoCheckpoints

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

Overadecadeago(nearlyeternityinInternetTime),RandalSchwartzwrotethefirsteditionofLearningPerl.Intheinterveningyears,Perlitselfhasgrownsubstantiallyfroma"cool"scriptinglanguageusedprimarilybyUnixsystemadministratorstoarobustobject-orientedprogramming(OOP)languagethatrunsonpracticallyeverycomputingplatformknowntomankind.Throughoutitsfoureditions,LearningPerlremainedthesamesize(about300pages)andcontinuedtocovermuchofthesamematerialtoremaincompactandaccessibletothebeginningprogrammer.ButthereismuchmoretolearnaboutPerlnowthanwhenthatfirstbookwaswritten.RandalcalledthefirsteditionofthisbookLearningPerlObjects,References,andModules,andnowit'sIntermediatePerl,butweliketothinkofitasjustLearningMorePerl.[*]ThisisthebookthatpicksupwhereLearningPerlleavesoff.WeshowyouhowtousePerltowritelargerprograms.[*]Don'taskwhyitisn'tcalledthat.Wemusthavehad300emailsonthesubject.Okay,ask,sinceweknowyou'regoingtoanyway.YouneverreallystoplearningPerl,soLearningMorePerldoesn'treallytellyoumuchaboutthebook.Oureditorchosethename,whichtellsyouwhattoexpect.AsinLearningPerl,wedesignedeachchaptertobesmallenoughtoreadinjustanhourorso.Eachchapterendswithaseriesofexercisestohelpyoupracticewhatyou'vejustlearned,andtheanswersareintheappendixforyourreference.AndlikeLearningPerl,we'vedevelopedthematerialinthisbookforateachingenvironmentanduseditinthatsetting,includingforourownuseatStonehengeConsultingServices,asweconducton-siteandopen-enrollmenttrainings.Youdon'thavetobeaUnixguru,orevenaUnixuser,tobenefitfromthisbook.Unlessotherwisenoted,everythinginthisbookappliesequallywelltoWindowsActivePerlfromActiveStateandallothermodernimplementationsofPerl.Tous

XMLtoolkitfromtheGNOMEprojectFulldocumentationisavailableon-lineathttp://xmlsoft.org/ThiscodeisreleasedundertheMITLicenceseetheCopyrightfile.TobuildonanUnixisedsetup:./configure;make;makeinstallTobuildonWindows:seeinstructionsonwin32/Readme.txtToassertbuildquality:onanUnixisedsetup:runmaketestsotherwise:Thereis3standalonetoolsruntest.crunsuite.ctestapi.c,whichshouldcompileaspartofthebuildorasanyapplicationwould.Launchthemfromthisdirectorytogetresults,runtestcheckstheproperfunctionningoflibxml2mainAPIswhiletestapidoesafullcoveragecheck.Reportfailurestothelist.Toreportbugs,followtheinstructionsat:http://xmlsoft.org/bugs.htmlAmailing-listxml@gnome.orgisavailable,tosubscribe:http://mail.gnome.org/mailman/listinfo/xmlThelistarchiveisat:http://mail.gnome.org/archives/xml/Alltechnicalanswersaskedprivatelywillbeautomaticallyansweredonthelistandarchivedforpublicaccessunlessprivacyisexplicitlyrequiredandjustified.DanielVeillard$Id$

cisa2011的参考谜底以及习题，考cisa极其好的参考资料，不要错过哦

剑桥辞汇

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

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。