使用AbstractTableModel构建Table在表格中添加JButton按钮，之前在网上找了2天没有找到好用的程序，最终终于找到一个好用的例子。
不要使，我退你们分。
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singtheSwingJTableclasscanquicklybecomeastickybusinesswhenyouwanttocustomizeittoyourspecificneeds.FirstyoumustbecomefamiliarwithhowtheJTableclassisorganized.IndividualcellsarerenderedbyTableCellRendererimplementations.ThetablecontentsarerepresentedbyanimplementationoftheTableModelinterface.Bydefault,JTableusesDefaultTableCellRenderertodrawitscells.DefaultTableCellRendererrecognizesafewprimitivetypes,renderingthemasstrings,andcanevendisplayBooleantypesascheckboxes.ButitdefaultstodisplayingthevaluereturnedbytoString()fortypesitdoesnotspecificallyhandle.YouhavetoprovideyourownTableCellRendererimplementationifyouwanttodisplaybuttonsinaJTable.TheTableCellRendererinterfacecontainsonlyonemethod,getTableCellRendererComponent(...),whichreturnsajava.awt.Componentthatknowshowtodrawthecontentsofaspecificcell.Usually,getTableCellRendererComponent()willreturnthesamecomponentforeverycellofacolumn,toavoidtheunnecessaryuseofextramemory.Butwhenthecontentsofacellisitselfacomponent,itisallrighttoreturnthatcomponentastherenderer.Therefore,thefirststeptowardshavingJButtonsdisplaycorrectlyinaJTableistocreateaTableCellRendererimplementationthatreturnstheJButtoncontainedinthecellbeingrendered.Intheaccompanyingcodelisting,JTableButtonRendererdemonstrateshowtodothis.EvenaftercreatingacustomTableCellRenderer,you'restillnotdone.TheTableModelassociatedwithagivenJTabledoesnotonlykeeptrackofthecontentsofeachcell,butitalsokeepstrackoftheclassofdatastoredineachcolumn.DefaultTableModelisdesignedtoworkwithDefaultTableCellRendererandwillreturnjava.lang.String.classforcolumnscontainingdatatypesthatitdoesnotspecificallyhandle.Theexact

原则英文版，总页数为586页，是完整的，此版本是我付费在别的网站上下载的ThankyoufordownloadingthisSimonSchusterebookGetaFreeebookwhenyoujoinourmailinglist.Plus,getupdatesonnewreleases,dealsrecommendedreads,andmorefromSimonSchusterClickbelowtosignupandseetermsandconditionsCLICKHERETOSIGNUPAlreadyasubscriber?Provideyouremailagainsowecanregisterthisebookandsendyoumoreofwhatyouliketoread.YouwillcontinuetoreceiveexclusiveoffersinyourinboxPRINCIPLESRAYDALIOsiMonSCHUSTERNEWYORKLONDONTORONTOSYDNEYNEWDELHIPARTIW豆EREIMCOMIINGFRON1MyCalltoAdventure:1949-19672CrossingtheThreshold:1967-19793MyAbyss:1979-19824MyRoadofTrials:1983-19945TheUltimateBoon:1995-20106ReturningtheBoon:2011-20157MyLastYearandMyGreatestChallenge:2016-20178LookingBackfromaHigherLevelPARTIILIFEPRINCIPLES1EmbraceRealityandDealwithIt2Usethe5-StepProcesstoGetWhatYouWantOutofLife3BeRadicallyOpen-Minded4UnderstandThatPeopleAreWiredVeryDifferently5LearnHowtoMakeDecisionsEffectivelyLifePrinciples:PuttingItAllTogetherSummaryandTableoflifePrinciplesPARTIIIWORKPRINCIPLESSummaryandTableofWorkPrinciplesTOGETTHECULTURERIGHT1TrustinRadicalTruthandRadicalTransparency2CultivateMeaningfulWorkandMeaningfulRelationships3CreateaCultureinWhichItIsOkaytoMakeMistakesandUnacceptableNottoLearnoem4GetandStayinSync5BelievabilityWeightYourDecisionMaking6RecognizeHowtoGetBeyondDisagreementsTOGETTHEPEOPLERIGHT7RememberThattheWHOIsMoreImportantthantheWhat8HireRight,BecausethePenaltiesforHiringWrongAreHuge9ConstantlyTrain,Test,Evaluate,andSortPeopleTOBUILDANDEVOLVEYOURMACHINE10ManageasSomeoneOperatingaMachinetoAchieveagoal11PerceiveandDon'tTolerateproblems12DiagnoseProblemstoGetatTheirrootcauses13DesignImprovementstoYourMachinetoGetAroundYourProblems14DoWhatYouSetOuttodo15USeToolsandProtocolstoShapeHowWorkIsDone16AndforHeaven'sSakeDontOverlookGovernanceWorkPrinciples:PuttingItAllTogetherACKNOWLEDGMENTSABOUTTHEAUTHORCONCLUSIONAPPENDIX.TOOLSANDPROTOCOLSFORBRIDGEWATERSIDEAMERITOCRACYBIBLIOGRAPHYINDEXToBarbara.thehalfmewhohasmademewholeformorethanfortyyearsINTRODUCTIONBeforeibegintellingyouwhatIthink,IwanttoestablishthatI'ma"dumbshit'whodoesntknowmuchrelativetowhatineedtoknowWhateversuccessI'vehadinlifehashadmoretodowithmyknowinghowtodealwithmynotknowingthananythingIknow.ThemostimportantthingIlearnedisanapproachtolifebasedonprinciplesthathelpsmefindoutwhat'strueandwhattodoaboutitI'mpassingalongtheseprinciplesbecauseiamnowatthestageinmylifewhichIwanttohelpothersbesuccessfulratherthantobemoresuccessfulmyself.Becausetheseprincipleshavehelpedmeandotherssomuch,Iwanttosharethemwithyou.It'suptoyoutodecidehowvaluabletheyreallyareandwhat,ifanythingyouwanttodowiththemPrinciplesarefundamentaltruthsthatserveasthefoundationsforbehaviorthatgetsyouwhatyouwantoutoflife.TheycanbeappliedagainandagaininsimilarsituationstohelpyouachieveyourgoalsEveryday,eachofusisfacedwithablizzardofsituationswemustrespondto.Withoutprincipleswewouldbeforcedtoreacttoallthethingslifethrowsatusindividually,asifwewereexperiencingeachofthemforthefirsttime.Ifinsteadweclassifythesesituationsintotypesandhavegoodprinciplesfordealingwiththemwewillmakebetterdecisionsmorequicklyandhavebetterlivesasaresult.Havingagoodsetofprinciplesislikehavingagoodcollectionofrecipesforsuccess.Allsuccessfulpeopleoperatebyrinciplesthathelpthembesuccessful,thoughwhattheychoosetobesuccessfulatvariesenormouslysotheirprinciplesvarTobeprincipledmeanstoconsistentlyoperatewithprinciplesthatcanbeclearlyexplained.Unfortunately,mostpeoplecantdothat.Andit'sveryrareforpeopletowritetheirprinciplesdownandsharethemThatisashame.IwouldlovetoknowwhatprinciplesguidedAlbertEinstein,SteveJobsWinstonChurchill,LeonardodaVinci,andotherssoIcouldclearlyunderstandwhattheyweregoingafterandhowtheyachieveditandcouldcomparetheirdifferentapproaches.I'dliketoknowwhichprinciplesaremostimportanttothepoliticianswhowantmetovoteforthemandtoalltheotherpeoplewhosedecisionsaffectme.Dowehavecommonprinciplesthatbindustogether-asafamly,asacommunity,asanation,asfriendsacrossnations?O1dowehaveopposingprinciplesthatdivideus?whatarethey?letsbespecificThisisatimewhenitisespeciallyimportantforustobeclearaboutourprinciplesMyhopeisthatreadingthisbookwillpromptyouandotherstodiscoveryourownprinciplesfromwhereveryouthinkisbestandideallywritetheedown.Doingthatwillallowyouandotherstobeclearaboutwhatyourprinciplesareandunderstandeachotherbetter.Itwillallowyoutoretinethemasyouencountermoreexperiencesandtoreflectonthem,whichwillhelpyoumakebetterdecisionsandbebetterunderstoodHAVINGYOUROWNPRINCIPLESWecomebyourprinciplesindifferentways.Sometimeswegainthemthroughourownexperiencesandreflections.Sometimesweacceptthemfromothers,likeourparents,orweadoptholisticpackagesofprinciples,suchasthoseofreligionsandlegalframeworksBecauseweeachhaveourowngoalsandourownnatures,eachofusmustchooseourownprinciplestomatchthem.Whileitisntnecessarilyabadthingtouseothers'principles,adoptingprincipleswithoutgivingthemmuchthoughtcanexposeyoutotheriskofactinginwaysinconsistentwithyourgoalsandyournature.Atthesametime,you,likeme,probablydontknoweverythingyouneedtoknowandwouldbewisetoembracethatfact.Ifyoucanthinkforyourselfwhilebeingopen-mindedinaclearheadedwaytofindoutwhatisbestforyoutodo,andifyoucansummonupthecouragetodoityouwillmakethemostofyourlife.Ifyoucantdothat,youshouldreflectonwhythatis,becausethat'smostlikelyyourgreatestimpedimenttogettingmoreofwhatyouwantoutoflifeThatbringsmetomyfirstprincipleThinkforyourselftodecide1,whatyouwant,2ywhatistrue,and3,whatyoushoulddotoachieve#1inlightof#2anddothatwithhumilityandopen-mindednesssothatyouconsiderthebestthinkingavailabletoyou.Beingclearonyourprinciplesisimportantbecausetheywillaffectallaspectsofyourlife,manytimesaday.Forexample,whenyouenterintorelationshipswithothers,yourprinciplesandtheirprincipleswilldeterminehowyouinteract.Peoplewhohavesharedvaluesandprinciplesgetlong.Peoplewhodontwillsufferthroughconstantmisunderstandingsandconflicts.Thinkaboutthepeopleyouareclosestto:Aretheirvaluesalignedwithyours?Doyouevenknowwhattheirvaluesorprinciplesare?Tooofteninrelationships,people'sprinciplesarentclear.ThisisespeciallyproblematicinorganizationswherepeopleneedtohavesharedprinciplestobesuccessfulBeingcrystalclearaboutmyprinciplesiswhyIlaboredsomuchovereverysentenceinthisbookTheprinciplesyouchoosecanbeanythingyouwantthemtobeaslongastheyareauthentic--i.e,aslongastheyreflectyourtruecharacterandvalues

SeetaFace2采用标准C++开发，全部模块均不依赖任何第三方库，支持x86架构（Windows、Linux）和ARM架构（Android）。
SeetaFace2支持的上层应用包括但不限于人脸门禁、无感考勤、人脸比对等。
编译简介2.1编译依赖GNUMake工具GCC或者Clang编译器CM2.2linux和windows平台编译说明linux和windows上的SDK编译脚本见目录craft，其中craft/linux下为linux版本的编译脚本，craft/windows下为windows版本的编译脚本，默认编译的库为64位Release版本。
linux和windows上的SDK编译方法：打开终端（windows上为VS2015x64NativeToolsCommandPrompt工具，linux上为bash），cd到编译脚本所在目录；
执行对应平台的编译脚本。
linux上example的编译运行方法：cd到example/search目录下，执行make指令；
拷贝模型文件到程序指定的目录下；
执行脚本run.sh。
windows上example的编译运行方法：使用vs2015打开SeetaExample.sln构建工程，修改Opencv3.props属性表中变量OpenCV3Home的值为本机上的OpenCV3的安装目录；
执行vs2015中的编译命令；
拷贝模型文件到程序指定的目录下，运行程序。
2.3Android平台编译说明Android版本的编译方法：安装ndk编译工具；
环境变量中导出ndk-build工具；
cd到各模块的jni目录下（如SeetaNet的Android编译脚本位置为SeetaNet/sources/jni,FaceDetector的Android编译脚本位置为FaceDetector/FaceDetector/jni），执行ndk-build-j8命令进行编译。
编译依赖说明：人脸检测模块FaceDetector，面部关键点定位模块FaceLandmarker以及人脸特征提取与比对模块FaceRecognizer均依赖前向计算框架SeetaNet模块，因此需优先编译前向计算框架SeetaNet模块。

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

jre6aa_16004_pa.depot使用方法：JDK,JRE,andPlug-in6.0.04InstallationInstructionsPleaseseetheJDK,JRE,andPlug-in6.0.04ReleaseNotes'installationinstructionsfordetailedinstallationinstructions.Note:Whendownloadinga.depot,.tar,or.shfile,somebrowsersdon'trecognizethe.depot,.tar,or.shformatandtreatthefileasatextorapplication-specificfile.Ifthishappens,right-clicktheDownloadDirectly＞＞button(ontheSoftwaredownloadconfirmationwindow)andselectSaveTargetAs....ToverifythatthefiledownloadedcorrectlyyouneedtouseMD5SecureChecksum(md5sum).YoucandownloadMD5SecureChecksumatHP-UXMD5SecureChecksumifyoudonotalreadyhavethisutility.ToverifyyourdownloadwithMD5SecureChecksum,attheUNIXprompt,executethecommand:md5sumIfthefiledownloadedcorrectly,thechecksumnumberforthefileyoudownloadedshouldmatchtheMD5Checksumnumbergivenforthatfile.

kaggle手写识别数据集

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

解压密码share.weimo.infoPutstatisticaltheoriesintopracticewithPROBABILITYANDSTATISTICSFORENGINEERINGANDTHESCIENCES,9th.Alwaysamarketfavorite,thiscalculus-basedbookoffersacomprehensiveintroductiontoprobabilityandstatisticswhiledemonstratinghowtoapplyconcepts,models,andmethodologiesintoday'sengineeringandscientificworkplaces.JayDevore,anaward-winningprofessorandinternationallyrecognizedauthorandstatistician,stresseslivelyexamplesandengineeringactivitiestodrivehomethenumberswithoutexhaustivemathematicaldevelopmentandderivations.Manyexamples,practiceproblems,sampletests,andsimulationsbasedonrealdataandissueshelpyoubuildamoreintuitiveconnectiontothematerial.Aprovenandaccuratebook,PROBABILITYANDSTATISTICSFORENGINEERINGANDTHESCIENCES,9thalsoincludesgraphicsandscreenshotsfromSAS,MINITAB,andJava™Appletstogiveyouasolidperspectiveofstatisticsinaction.,解压密码share.weimo.info

delphi微软手写输入法源码interfaceusesWindows,Messages,SysUtils,Variants,Classes,Graphics,Controls,Forms,Dialogs,OleServer,MSINKAUTLib_TLB,ExtCtrls,StdCtrls,MSINKAUTLib;typeTForm1=class(TForm)InkCLT:TInkCollector;Memo1:TMemo;Panel1:TPanel;Button1:TButton;InkRecognizerContext1:TInkRecognizerContext;procedureFormCreate(Sender:TObject);procedureInkCLTStroke(ASender:TObject;constCursor:IInkCursor;constStroke:IInkStrokeDisp;varCancel:WordBool);procedureButton1Click(Sender:TObject);private{Privatedeclarations}public{Publicdeclarations}end;varForm1:TForm1;implementation{$R*.dfm}procedureTForm1.FormCreate(Sender:TObject);beginInkCLT.hWnd:=panel1.Handle;InkCLT.Enabled:=true;InkCLT.DefaultDrawingAttributes.Color:=clRed;//墨水颜色InkCLT.DefaultDrawingAttributes.Width:=200;//笔的宽度end;procedureTForm1.InkCLTStroke(ASender:TObject;constCursor:IInkCursor;constStroke:IInkStrokeDisp;varCancel:WordBool);beginMemo1.Lines.Clear;Memo1.Lines.Add(Stroke.Ink.Strokes.ToString);end;procedureTForm1.Button1Click(Sender:TObject);beginInkCLT.Ink.DeleteStrokes(InkCLT.Ink.Strokes);Panel1.Refresh;end;end.

默认最小化安装的suse里面没有openssl-devel这个包，在安装apache，并且编译mod_ssl模块的时候会报错：configure:error:...NorecognizedSSL/TLStoolkitdetected，此时需要将该包装上去

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。