PMBOK指南项目管理实战工具表格汇总简述.pdfPMBOK 项目管理表格汇总及部分解说第一章 启动过程组表格................................................................................................... 3项目章程................................................................................................................... 3干系人登记簿............................................................................................................ 6干系人分析矩阵.........................................................................................................7第二章 规划过程组表格................................................................................................... 8范围管理计划书.......................................................................................................10需求管理计划...........................................................................................................11需求文件................................................................................................................. 12需求跟踪矩阵.......................................................................................................... 13内部需求跟踪矩阵................................................................................................... 13项目范围说明书.......................................................................................................14假设和制约日志.......................................................................................................14WBS........................................................................................................................15WBS 词典................................................................................................................15进度管理计划.......................................................................................................... 16活动清单................................................................................................................. 16活动属性...................................................................................
变更管理计划.∴.36第三章执行过程组表格团队成员状态报告.∴.37变更请求变更日志决策日志…241质量审计团队名录.团队运作协议43团队绩效评价….·····“·“团队成员绩效评估…45问题日志第四章监控过程组表格.47项目绩效报告47偏差分析.,着····挣值状态报告风险审计50合同方状态报告…51正式验收表第五章收尾过程组衣格54采购审计.54合同签收项目签收经验教训第一章启动过程组表格项目章程项目名称:项目发起人:准备日期:项目经理:项目客户:项目目的或批准项目的原因项目开展的原因:从商业角度提供必要信息、组织的战略规划、外部因素、合同規定或者其他仟何启动项目的原因高层级项目描述:项日的总体描述,应包含产品和项日可交付成果的高层级措述以及如何达到项日日标高层级需求要达成项目目标需要满足高层级的条件和性能,描述必须是产品的当前特性与功能,以满足干系人的需求和期望。这部分不需要像需求文件那样描述详细的需求高层级风险:项目刚开始时的启动风险会有资金到位风险、新技术风险、缺少资源风险项目目标成功标准批准人员范围时间成本其他通常至少为范围、时间、和成本设立项目目标。范围目标描述需要时间计划的项目收益范围。例如10公虽應筹就。项目将提供一条6公旦赛道,而且为制定慈善机杓筹款120万美元。成功的标准是:跑步的距离刭达10公里,筹款到达120万美元。时间目标描述要及时完成项目的目标。例如,项目将在今年9月份开始,成功的标准就是9月份开始。成本目标描述项目开销的目标。例如:项目规定完成目标时开销不超过10万美元,显然项目成功的标准取决于项目的开销。可能会有额外的目标。如:质量目标,安全目标,干系人满意度目标总体里程碑到期日项目中重大事件,如完成项目主要可交付成某,项目阶段的开始或结束,或者产品得到验收预算项目孩测的开销干系人角色在项目成功中有利益或者有影响力的人员列表客户或者干系人验收项目可交付成果的必要条件,项目经理职权层级人事配备决策项目经理在人员配备,坎算管理,以及偏差,技术决策和冲突管理方面的职权。人员配备的职权包括:雇佣,解雇人员,制定团队规则,以及接受或不接受员工的职权。预算管理和偏差预算管理是指项目经理拥有调拨、管、控制项目资金的权利.偏差是指为批准或重设基准而需要的偏差水平技术决策技术决簧定义或限定项日经理对可交付成果或项日方法做出技术决定的权力冲突解决为了项日日标而监督项日经理的人的姓名,职位,职杈。典型的职权包括批准变更的权力,决定可接受偏差的权力,景响内部项目冲突的权力,以及在高层级支持项目的权力。批准项日经理签字发起人或委托人签字项目经理姓名发起人或委托人姓名日期日期干系人登记簿项目名称准备日期:姓名职位角色联系信息需求期望影响力分类干系人的姓名,如果干系人在组织或者干系人在项目中起联系干系人的信息,对项目或项目产品对项目或项目陈平干系人对项目的影某些项目可以把干没有姓名,在知道姓公司的职位例如:到的作用。例如:测例如:手机,邮箱,的高层级需求的主要期望响力,可以是叙述性系人分类为朋友,名前可以用干系人序设计员,人资分试主管,项目经理,地址描述,或者高。中。人,中立者,或分为的职位或所属组织析帅,质保专家计划员低影响力。高、中、低作用者名称代替干系人分析矩阵干系人分析矩阵用于对干系人分类,可以用于填写干系人登记簿,对于干系人组,干系人分类也可以用于规划干系人参与。下例中,一根铀用于评估相关权利(髙或低),另一根轴用于评估相关利益(高或低)。还有用网终来分类干系人的许多方法。例如●影响/作用朋友/敌人项目的需求将决定干系人分析矩阵是否有用。如果有用,如何评估干系人的情况。可以使用项目中的信息来裁剪表格以最好的满足需求。干系人分析矩阵从以卜方面获得信息●项目章程采购文件它还与以下方面有关干系人登记簿干系人分析矩阵项目名称:准备日期:权力义务第二章规划过程组表格项目管理计划项目名称:准备日期项目生命周期阶段关键可交付成果描述用于完成项目的牛命周期,牛命周期可以包括阶段以及各个阶的可交付成果项目管理过程和裁剪决策知识领域过程裁剪决策整合时间成木质量人力资源沟通风险采购干系人指出对项目管怛过程所做的任一组合,省略或扩展策略。整个过程可以包括定义用每个生命周期阶段的特定过程,以及该过程是粗略应用还是细致应用。过程工具和技术知识领域工具和技术整合范围时间成木质量人力资源沟通风险采购干系人识别不同过程使用的工具和技术。例如使用成本估算软件还是特定的质量控制技术偏差和基准管理范围偏差临界值范围基准管理进度偏差临界值进度基准管理成木偏差临界值成木基准管理定义可以接受的进度偏差、应发出警告的偏差和不可接受的偏差。进度偏差可用相对于基准偏差的百分比表小,包括使用过的浮动数量或者进度储备使用情况描述将如何管理进度基准,包括可以接受的应对,警告和不可接受的偏差。定义触发预防和纠正措施的状况,以及何时制变更控制过程定义可以接受的成本偏差、应发出警告的偏差和不可接受的偏差。成本偏差可以用相对于基准偏差的百分比表示,如0-5%描述将如何管理成本基准,包括可接受的应对、警告和不可接受的偏差。定义触发预防和纠正措施的状况,以及何时制定变更控制过程定义科技寄售的范围偏差,应发出警告的偏差和不可接受的偏差。可以用最终产品的功能特性或期望的性能测量标来表示范围偏差描述将如何管理范围基淮,包括对可接受的偏差,应发出警告的煸差和不可接受的偏差的响应。定义触发顶防好就成措施的状况,以及何时制定变更控制过程。定义范围修订和范围变更的区别。通常情况下,修订不会要求与变更同等级别的批准。例如:改变颜色是修订,改变功能是变更项目审核列出所有项目审核项,例如集成基准审核,阶段市核,集成度市核,质量市核等。为项目重的每个知识领域定义方法或指出特定子管理计划的附件附上所有项目基准范围管理计划书项目名称:日期:制定项目范围说明书描述如何制定项目范围说明书,包括任何备选分析干系人访谈,或者实施的研究WBS藐视WBS以及是否使用阶段,所在区域,主要可交付成果及其他方式来安排wBS。制定控制账户和工作包的指南也可以在本部分中记录WBS词典识别需要在WBS词典中注明的内容和细节水平范围基准维护指明需要走变更控制过程的范围变更类型,以及如何维护范围基淮范围变更描述如何管理范围变更,包括清楚地定义范围变更和范围修讧的区別可交付成果验收为了达到客户验收的目的,对每个可交付成果要识别如何被确认,包括需耍签收的任何测试或文档范围和需求整合描述在项日范围说明书和wBS中项日和产品需求将如何被定义,识别整合,需求和范围去人将会如何发生

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Table of contentsCHAPTER I2CHAPTER 24CHAPTER 36CHAPTER 47CHAPTER 5CHAPTER 620CHAPTER 724chaPteR 829ChAPTER 9CHAPTER 10CHAPTER 1137CHAPTER 1240APPEnDIX A42APPENDIX B47APPENDIX CList of solution files available and referenced in this document, in alphabetical orderName▲Size TypeEnseExA-2289 KB Microsoft office Project Document5BEXA-3270 KB Microsoft Office Project Document22J5eExA-4337 KB Microsoft Office Project Document国appC1313 KB Microsoft office Excel Worksheet图ex4216 KB Microsoft office Excel 97-2003 Worksheet图ex-323 KB Microsoft Office Excel 97-2003 Worksheet4 Kb Microsoft Office Excel 97-2003 Worksheet国x4525 KB Microsoft Office Excel 97-2003 Worksheete×5-221 KB Microsoft Office Power Point 97-2003 PresentationElex5-3123 KB Microsoft Office Project Document152 KB Microsoft Office Project Document已区区ex7-519 KB Microsoft Office Excel 97-2003 Worksheet17 KB Microsoft office Excel 97-2003 Worksheet20 KB Microsoft OFfice Excel 97-2003 Worksheet16 KB Microsoft office Excel 97-2003 Worksheet16 KB Microsoft office Excel 97-2003 Worksheet16 KB Microsoft office Excel 97-2003 Worksheel17 KB Microsoft office Excel 97-2003 Worksheetrung17 KB Microsoft office Excel 97-2003 WorksheetEfrun5-4123 KB Microsoft Office Project Document131 Kb Microsoft OFfice Project DocumentE179 KB Microsoft office Project Document21 KB Microsoft office Excel 97-2003 Worksheet国run7-221 KB Microsoft office Excel 97-2003 Worksheet17 KB Microsoft office Excel 97-2003 Worksheet国run114 KB Microsoft Office Excel 97-2003 Worksheet图run917 KB Microsoft office Excel 97-2003 Worksheet图run11115 KB Microsoft office Excel 97-2003 Worksheet图run12215 KB Microsoft Office Excel 97-2003 Worksheetes1video1-215 KB Microsoft office Excel 97-2003 Worksheet图vdeo1317 KB Microsoft office Excel 97-2003 Worksheet图wde2-3141 KB Microsoft Office Project Document155 KB Microsoft Office Project Documentesvideo4-22 KB Microsoft office Excel 97-2003 Worksheet四vde04220 KB Microsoft oFfice Excel 97-2003 Worksheet图vde5-317 KB Microsoft office Excel 97-2003 WorksheetEshlvideo6-114 KB Microsoft Office Excel 97-2003 Worksheet到vde6218 KB Microsoft office Excel 97-2003 WorksheetInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲CHAPTER 1Introduction to Project ManagementDISCUSSION OUESTTONS1. Why is there a new or renewed interest in the field of project management?More and more projects are being done by a variety of organizations. The projects are more complex andoften involve the use of new technologies. Organizations are struggling to find better ways to manage theirprojects.2. What is a project, and what are its main attributes? How is a project different from what most people do intheir day-Lo-day jobs? What is the triple constraint?a project is"a temporary endeavor undertaken to create a unique product, service, or result"(PMBOKGuide, 2008, p. 5). In addition to being temporary and unique, other attributes ofprojects are that they aredeveloped using progressive elaboration, require resources from various areas, should have a primary customeror sponsor, and involve uncertainty. Projects are different from day-to-day activities primarily because theyhave focused goals and definite beginning and ending dates. The triple constraint is managing scope, time, andcost goals3. What is project management? Briefly describe the project management framework, providing examples ofstakeholders, knowledge areas, tools and techniques, and project success factorsProject managerment is"the application ofknowledge, skills, tools, and techniques lo project activities in orderLo meet project requirements"(PMBOK Guide, 2008, p 9). The project management framework graphicallyshows the process of beginning with stakeholders needs and expectations, applying the nine projectmanagement know ledge areas and various tools and techniques to lead to project success and then enterprisesuccess. For example, if a project were to implement an ERP system for a large company, the stakeholderswould include managers and users from many different departments( finance, manufacturing, human resourcesIT, etc. ) all nine knowledge areas would be important, numerous tools and techniques would be applied(seeTable 1-1), and project success might be based on implement key functions by a certain time for a certain costor having the new system pay for itself within a certain time period4. What is a program? What is a project portfolio? Discuss the relationship between projects, programs, andportfolio management and the contributions they each make to enterprise successa program is"a group of projects managed in a coordinated way to obtain benefits and control not availablefrom managing them individually(Pmbok Guide, 2008, p 9) Project portfolio management focuses onmanaging projects as is as a portfolio of investments that contribute to the entire enterprises success. Projectsare part of programs which are part of portfolios5. What is the role of the project manager? What are suggested skills for all project managers and forinformation technology project managers? Why is leadership so important for project managers? How isthe job market for information technology project managers?The project manager is ultimately responsible for project success. Many suggested skills are listed in thischapter, including strong leadership skills, organizational skills, technical skills, and many sof skills. ITproject managers require the same skills as general project managers, but they should also know somethingabout the technology used for the project and the types of people who work on information technology projectsLeading by example is the most important trait of effective project managers. The job market for informationogy project managers continues to remain strong, especially for those with strong business andleadership skills6. Briefly describe some key events in the history of project management. What role does the ProjectManagement Institute and other professional societies play in helping the professionSome people say that building the egyptian pyramids or the great wall of China were projects, but modernproject management began with the Manhattan Project or development of the atomic bomb. That project tookabout three years and cost almost s2 billion in 1946 and had a separate project manager and technical managerGantt charts were first used in 1917, and network diagrams were used in 1958. PMi is the main professionalsociety for project managers, and they run the PMP certification programInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲7. What function can you perform with project management software? What are some popular names of lowend, midrange, and high-end project management tools?Project managenent software can assist in developing schedules, communicating information, trackinprogress, etc. Popular tools include milestones Simplicity, Project 2007, and the microsoft Enterprise ProjectManagement solution to name a fewEXERCISESAnswers to all of these exercises will vary. The main purpose of these exercises is to have students begindoing some independent research to further explore the field of project management. You could have studentsdiscuss the results of these exercises in class to enhance participation, assign some for homework, or do bothInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲CHAPTER 2The project management and lnformation technology contextDISCUSSION OUESTIONS1. What does it mean to take a systems view of a project? How does taking a systems view of a project applyto project management?Taking a systems view means looking at the big picture ofhow a particular project fits into the rest of theorganization. It is important for project managers to understand the broader organizational environment toensure their projects meet organizational needs2. Explain the four frames of organizations. How can they help project managers understand theorganizational context for their projects?The four frames of organizations are summarized belowStructural: deal with how the organization is structures and focus on roles and responsibilities. Itsimportant to understand these roles and responsibilities when dealing with project stakeholdersespecially in procuring resourcesHuman resources: focuses on meeting the needs of the organization and its people. Project managersmust understand various human resources policies and proceduresPolitical: addresses organizational and personal politics. Many project managers fail because they donot understand the political environment.Symbolic: focuses on symbols and meanings. It's important to understand an organizations culturedress code, work ethic, and so on in managing projects3. Briefly explain the diferences between functional, matrix, and projecl organizations. Describe how eachstructure affects the management of the projectFunctional organizations have managers or vice presidents in specialties such as engineering, manufacturing,information technology, and so on. Their staffs have specialized skills in their respective disciplines. Projectorganizations have project managers instead of functional managers reporting to the CEO. matrixorganizations represent the middle ground between functional and project structures. Personnel often report toboth a functional manager and one or more project managers. Project managers have the most authority inproject organizational structures followed by matrix, and then functional4. Describe how organizational culture is related to project management. What type of culture promotes astrong project environment?Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning ofproject management and follows the guidelines for applying it, it will be much easier to practice good projedan organization. This culture can definitely impact project management. For example, if an organization valuesmanagement. Project work is most successful in an organizational culture where employees identify morewith the organization, where work activities emphasize groups, and where there is strong unit integration, highisk tolerance, perfornance-based rewards, high conflict tolerance, an openl-systerns focus, and a balancedfocus on people, control, and means-orientation5. Discuss the importance of top management commitment and the development of standards for successfulproject management. Provide examples to illustrate the importance of these items based on yourexperience on any type of projectTop management commitment is the number one factor associated with the success of information technologyprojects, so it's very important to get and maintain this support. Top management can help project managersget adequate resources, approve unique project needs. get cooperation from other parts of the organization, andprovide support as a mentor and coach to project managers. Examples will vary6. What are the phases in a traditional project life cycle? How does a project life cycle differ from a productlife cycle? why does a project manager need to understand both?A traditional project life cycle is a collection of project phases-concept, development, implementation, andclose-out. These phases do not vary by project. Product life cycles vary tremendously based on the nature ofInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲the project. For example, the Systems Development Life Cycle (SDLC) could follow the waterfall modelspiral model incremental release model, prototyping model, or RAD model. Using the general phases of theSDLC (information systems planning, analysis, design, implementation, and support)there could be a projectto develop a strategic information systems plan; another project to complete a systems analysis for a newsystem; another project to create a detailed database design; another to install new hardware or software, andanother to provide new user training7. What makes information technology projects different from other types of projects? How should projectmanagers adjust to these differences?it projects are different from other types of projects because they can be very diverse in terms of size andcomplexity, they often include leam members with very diverse backgrounds and skills, and he technologiesinvolved are also very diverse. Project managers should adjust to these differences by paying careful attentionto the goals of the project and the needs of various stakeholdersDefine globalization, outsourcing, and virtual teams and describe how these trends are changing IT projectmanagementGlobalization has created a"flat " world where everyone is connected and the "playing field"is level for manying is wheds and/or soVirtual teams occur when a group of individuals who work across time and space using communicationtechnologies. Each of these trends has affected the way in which project work is done and how projects need tobe managed. It is very rare for a project team to sit in the same work area and work at the same timeManagement and coordination is much more complicatedEXERCISESAnswers to all of these exercises will varyInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲chaPTER 3The Project Management Process Groups: A Case StudyDISCUSSION QUESTIONS1. Briefly describe what happens in each of the five project management process groups (initiating planningexecuting, monitoring and controlling, and closing). What types of activities are done before initiatingproject?Descriptions of what happens in each of the five process groups are listed below:Initiating includes actions to commit to begin or end projects and projecl phases. Some deliverablesinclude defining the business need for the project, getting a project sponsor, and selecting a projectPlanning includes creating workable plans for the entire project. Every knowledge area requiresdevelopment of some plansExecuting involves coordinating everyone and everything to carry out the project plans. Deliverablesinclude the products of the project or phaseMonitoring and controlling ensures the project objectives are met. Deliverables include monitoringand measuring progress and taking corrective actionClosing involves bringing the project to an orderly end. deliverables include organizational processassets updates and closed procurementsBefore initiating a project, organizations often determine high-level scope, time, and cost constraints for aproject, identify the project sponsor, select the project manager, and develop a business case for the project, toname a fewApproximately how much time do good project managers spend on each process group and whyAndy Crowe's research found that alpha project managers spend about 2% of their time initialing, 21%planning, 69% executing, 5% monitoring and controlling, and 3% closing projects. The most time should bespent on executing, followed by planning3. Why do organizations need to tailor project management concepts, such as those found in the PMBOK(RGuide to create their own methodologies?Organizations have different ways of doing things, so they often develop their own methodologies4. What are some of the key outputs of each process groupSee the tables for each process group. Examples might include a charter, a project management plan,deliverables, performance reports, and closed procurements5. What are some of the typical challenges project teams face during each of the five process groups?Answers will vary. Suggestions might include setting priorities during initiating, getting stakeholder inputsduring planning, meeting schedule deadlines during execution, collecting timely data during monitoring andcontrolling, and defining good procedures during project closingEXERCIESAnswers to all of these exercises will varyInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲ChAPTER 4Project Integration managementDISCUSSION QUESTIONS1. Describe project integration management in your own words. How does project integration managementrelate to the project life cycle, stakeholders, and the other project management knowledge areas?Project integration management means tying together all of the other aspects involved in a project to make it asuccess. Integration management relates to the project life cycle in that it is done in all of the project lifecycle phases. As the project progresses, integration management becomes more focused. Integrationmanagement relates to stakeholders because it requires the project manager to know all of the projectstakeholders, to know their interests and concerns about the project, and to manage relationships with themIntegration management pulls together information from all of the other knowledge areas2. Briefly describe the strategic planning process, including a SWOT analysis. Which project selectionmethod(s)do you think organizations use most often for justifying information technology projectsA SWOT analysis involves identifying and evaluating an organizations strengths, weaknesses, opportunitiesand threats. Afer identifying strategic goals, the next step in the planning process for selecting informaLiontechnology projects is to perform a business area analysis. This analysis outlines business processes that arecentral to achieving strategic goals and helps determine which ones could most benefit from informationtechnology. Then, the next step is to start defining potential information technology projects, their scorbenefits, and constraints. The last step in the planning process for selecting information technology projects ischoosing which projects to do and assigning resources for working on them. Answers will vary on the secondpart of the question. All of the project section methods are used3. Summarize key work involved in each of the six processes for project integration managementProject integration management includes the following processesDeveloping the project charter involves working with stakeholders to create the document that formally authorizes aproject. Project charters can have different formats, but they should include basic project information and signaturesof key stakeholders.Developing the project management plan involves coordinating all planning efforts to create a consistentcoherent document--the project management plan. The main purpose of project plans is to facilitateactionDirecting and managing project execution involves carrying out the project plans by performing theactivities included in it Project plan execution should require the majority of a projects budget.Monitoring and controlling project work is needed to meet the performance objectives of the project. Theproject team should continuously monitor project performance to assess the overall health of the projectPerforming integrated change control involves coordinating changes that affect the projects deliverables andorganizational process assets. change control system often includes a change control board( CCB)configuration management, and a process for communicating changesClosing the project or phase involves finalizing all project or phase activities. It is important to follow goodprocedures to ensure that all project activities are completed and that the project sponsor acceptsdelivery of the final products, services, or results of the project.4. Fither from your own experience or by searching the Internet, describe a well-planned and executedproject. Describe a disastrous project. What were some of the main differences between these projects?Answers will vary. Several examples are provided in the text, especially in the What Went right and Wrong sections5. Discuss the importance of following a well-integrated change control process on information technologyprojects. What do you think of the suggestions made in this chapter? Think of three additional suggestionsfor integrated change control on information technology projectsInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲Answers will vary. One answer might be that it is important to follow a good integrated change controlprocess on information technology projects to avoid scope creep incompatibility problems, and to makeeffective use ofresources and new technologies. Additional suggestions for managing integrated changeontrol might include locating key project stakeholders, assigning users to project teams, and providing team-based incentives for effectively managing project changesEXERCIES1. Write a one-to two-page paper based on the opening case. Answer the following questionsa. What do you think the real problem was in this caseb Does the case present a realistic scenario? why or why not?C. Was Nick Carson a good project manager? Why or why not?d. what could Nick have done to be a better project manager?e. What should top management have done to help nick?SOLUTION: Answers will vary Make sure students justify their responses. For example, they could saythat nick was a good project manager because he got the job done. They could say he was not a goodproject manager because he was too technical and did not get along well with senior management. (NoteNick is the author,s younger brother, and everything except the last line of the case is totally true2. Download a free trial of mind mapping software and create a mind map of a SWOT analysis for yourorganization or your personal life. Include at least two strengths, weaknesses, opportunities, and threatsand ideas for at least three potential projectsAnswers will vary3. Use spreadsheet software to create figures 4-4 through 4-7 in this text. Make sure your formulas workcorrectlySee the files provided4. Perform a financial analysis for a project using the format provided in Figure 4-5. Assume the projectedcosts and benefits for this project are spread over four years as follows: Estimated costs are $200,000 inyear I and $30,000 each year in years 2, 3, and 4. Estimated benefits are SO in year I and $100,000 eachyear in years 2, 3, and 4. Use a 9 percent discount rate and round the discount factors to two decimalplaces. Create a spreadsheet (or use the business case financials template provided on the companion Website)lo calculate and clearly display the npv, rol, and year in which payback occurs. In addition, write aparagraph explaining whether you would recommend investing in this project, based on your financialDiscount rat9.00%Assume the project is completed in Year o023 TotalCosts200,00030,00030.00030000Dis count factor1.000.920.840.77Discounted costs200,00027,60025,20023,100275,900Benefits0100,000100,000100,000Dis count factor0.920.840.77Discounted benefits092,00084,00077,000253,000Dis counted benefits-costs200.000644005880053900(22900)NPVCumulative benefits-costs(20,00(135600)(76,800)(22,900)rolThe NPv and roi are both negative, and payback does not occur. Based on the financials, this project is not agood investment.5. Create a weighted scoring model to determine grades for a course Final grades are based on three examsworth 20%0, 15%, and 25%o, respectively, homework is worth 15%; and a group project is worth 25%Enter scores for three students. Assume Student 1 earns 100%(or 100)on every item. Assume Student 2earns 70%o on each of the exams, 80o on the homework, and 95% on the group project. Assume Student 3earns 90%on Exam 1, 80%on Exam 2, 75% on Exam 3, 80% on the homework, and 70%o on the groupInformation Technology Project Management, Sixth Edition学霸助手[xuebazhushou.com-课后答案期末试卷|复习提纲

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目录3.4 Add binary605.1.5 Binary Tree Level Or-3.5 Longest Palindromic Substring. 61der traversal il933.6 Regular Expression Matching655.1.6 Binary Tree Zigzag3.7 Wildcard MatchingLevel Order traversal. 953.8 Longest Common Prefix685.1.7 Recover Binary Search3. 9 Valid Number69Tree973.10 Integer to roman715.1. 8 Same tree3. 11 Roman to Integer2乃5.1.9 Symmetric Tree1003.12 Count and Say5.1.10 Balanced Binary Tree.. 1013. 13 Anagrams..745.1.11 Flatten Binary Tree to3. 14 Simplify PathLinked List1023. 15 Length of Last Word765.1. 12 Populating Next RightPointers in each node ii 104第4章栈和队列7852二叉树的构建1064.1栈785.2.1 Construct Binary Tree4Valid Parentheses78from Preorder and In4.1.2 Longest valid Parenorder traversa106theses75.2.2 Construct Binary Tree4.1.3 Largest Rectangle infrom Inorder and posHistogram8torder Traversal1074.14 Evaluate reverse pol-53二叉查找树108ish notation835.3. 1 Unique Binary Search4,2队列84Trees1085.3.2 Unique Binary Search第5章树855.1二叉树的遍历855.3.3 Validate Binary Search5.1.1 Binary Tree PreorderTreeTraversal855.3.4 Convert Sorted array to5.1.2 Binary Tree InorderBinary Search TreeTraversal875.3.5 Convert Sorted List to5.1. 3 Binary Tree PostorderBinary search tree11Traversal8954二叉树的递归.1145. 1. 4 Binary Tree Level Or5.4.1 Minimum Depth of Bider traversal)2nary lree.114目录5.4.2 Maximum Depth of Bi8.32重新实现 next permunary Tree115tation1415.4.3 Path Sum116833递归.1425.4 4 Path Sum il1178.4 Permutations li1435.4.5 Binary Tree Maximum8.4.1 next permutation(... 143Path Suum118842重新实现 next permu5.4.6 Populating Next Righttation143Pointers in Each Node. 11984.3递归1435.4.7 Sum Root to Leaf Num8.5 Combinations145bers21851递归145852迭代146第6章排序1228.6 Letter Combinations of a phone6.1 Merge Sorted Array122umber1466.2 Merge Two Sorted Lists..... 12386.1递归1476.3 Merge k Sorted Lists123862迭代1486.4 Insertion Sort List124第9章广度优先搜索1496.5 Sort list1259.1 Word Ladder.1496.6 First Missing Positive1269.2 Word Ladder il1516.7 Sort Colors1279. 3 Surrounded regions153第7章查找94小结15513094.1适用场景1557.1 Search for a range130942思考的步骤1557.2 Search Insert Position.13194.3代码模板1567. 3 Search a 2D Matrix132第10章深度优先搜索161第8章暴力枚举法13410.1 Palindrome Partitioning..1618.1 Subsets13410.2 Unique Paths1648.1.1递归13410.2.1深搜1648.1.2迭代13610.22备忘录法.1648.2 Subsets il13710.23动规165821递归1371024数学公式166822迭代.14010.3 Unique Paths Il1678. 3 Permutations1410.3.1备忘录法1678.3.1 next permutation14110.3.2动规.168目录10.4 N-Queens16813.4 Maximal rectangle19810.5 N-Queens II17113.5 Best Time to Buy and Sell Stock10.6 Restore ip addresses172.19910.7 Combination Sum17313.6 Interleaving String10.8 Combination Sum Il17413.7 Scramble String20210.9 Generate Parentheses.17613. 8 Minimum Path Sum20710.10 Sudoku solver17713.9 Edit Distance20910.11 Word Search.17913. 10 Decode Ways.21110.12小结18013. 11 Distinct Subsequences21210.12.1适用场景18013. 12 Word Break21310.122思考的步骤18013 13 Word Break il21510.12.3代码模板182第14章图21710.12.4深拽与回溯法的区别.18314. 1 Clone Graph21710.12.5深搜与递归的区别..183第15章细节实现题220第11章分治法18415.1 Reverse Integer2201.1 Pow(x, n).18415.2 Palindrome Number.22111. 2 Sqrt(x)18515.3 Insert Interval222第12章贪心法18615.4 Merge Intervals22312.1 Jump game18615.5 Minimum Window Substring.. 22412.2 Jump game Il18715.6 Multiply Strings22612.3 Best Time to buy and sell stock 18915.7 Substring with Concatenation12. 4 Best Time to buy and sell stock l190of all words12. 5 Longest Substring Without re15.8 Pascal,s Triangle230peating Characters1915.9 Pascals Triangle Il23112.6 Container With Most Water.. 192 15.10 Spiral Matrix23215.11 Spiral matrix II233第13章动态规划19415.12 ZigZag Conversion23513. 1 Triangle19415.13 Divide Two Integers23613.2 Maximum Subarray19515. 14 Text Justification23713.3 Palindrome Partitioning II19715.15 Max Points on a line239目录第1章编程技巧在判断两个浮点数a和b是否相等时,不要用a=-b,应该判断二者之差的绝对值fabs(a-b)是否小于某个阀值,例如1e-9。判断一个整数是否是为奇数,用x%2!=0,不要用x%2==1,因为x可能是负数。用char的值作为数组下标(例如,统计字符串中每个字符出现的次数),要考虑到char可能是负数。有的人考虑到了,先强制转型为 unsigned int再用作下标,这仍然是错的。正确的做法是,先强制转型为 unsigned char,再用作下标。这涉及C++整型提升的规则,就不详述了。以下是关于STL使用技巧的,很多条款来自《 EffectiⅤ ve StL》这本书。vector和 string优先于动态分配的数组首先,在性能上,由于 vector能够保证连续内存,因此一旦分配了后,它的性能跟原始数组相当其次,如果用new,意味着你要确保后面进行了 delete,旦忘记了,就会出现BUG,且这样需要都写一行 delete,代码不够短再次,声明多维数组的话,只能一个一个new,例如:int** ary = new int*[row_num];for(int i=0: i< row num; ++1)ary [i] new int [col_num]用 vector的话一行代码搞定,vector<vector<int>>ary(row_num, vector<int>(col_num, 0))使用 reserve来避免不必要的重新分配第2章线性表这类题目考察线性表的操作,例如,数组,单链表,双向链表等。21数组2.1.1 Remove Duplicates from Sorted array描述Given a sorted array, remove the duplicates in place such that each element appear only onceand return the new lengthDo not allocate extra space for another array, you must do this in place with constant memoryFor example, Given input array A =[1, 1, 2Your function should return length=2, and a is now [1, 2]分析无代码1/ LeetCode, Remove Duplicates from Sorted Array/时间复杂度0(n),空间复杂度0(1)class Solution tublicint removeDuplicates(int A[], int n)tlf (n==o return oint index =0:for (int i =1:i <n: i++iif (Alindex ! alidA[++index]= Alireturn index 12.1数组代码2// Leet Code, Remove Duplicates from Sorted Array//使用STL,时间复杂度0(n),空间复杂度0(1)class Solution ipublicint removeDuplicates(int A[, int n)treturn distance(A, unique(A, A n))代码3/ LeetCode, Remove Duplicates from Sorted Array/使用STL,时间复杂度0(n),空间复杂度0(1)lass Solution fublicint removeDuplicates (int A[], int n)treturn removeDuplicates(A, A +n, A)-A;template<typename InIt, typename outit>OutIt removeDuplicates(InIt first, InIt last, OutIt output)thile (first last)i*output++ = *firstfirst upper_bound(first, last, *firstreturn output相关题目Remove duplicates from Sorted Array Il,见§2.1.22.1.2 Remove Duplicates from Sorted Array II描述Follow up for"Remove Duplicates " What if duplicates are allowed at most twice?For example, Given sorted array a =[1, 1, 1, 2, 2, 3]Your function should return length=5, and A is now [1, 1, 2, 2, 3分析加一个变量记录一下元素出现的次数即可。这题因为是已经排序的数组,所以一个变量即可解决。如果是没有排序的数组,则需要引入一个 hashmap来记录出现次数4第2章线性表代码1// Leet Code, Remove Duplicates from Sorted Array II/时间复杂度0(n),空间复杂度0(1)//qauthorhex108(https://github.com/hex108)class Solution tublicint removeDuplicates (int A[], int n)tlf (n <=2 return nint index =2for (int i=2: i n: 1++)if (all] ! Alindex -2])A Lindex++]= Ali]return index;代码2下面是一个更简洁的版本。上面的代码略长,不过扩展性好一些,例如将 occur<2改为ocur<3,就变成了允许重复最多3次。//LeetCode, Remove Duplicates from Sorted Array II//@author虞航仲(http://weibo.com/u/1666779725)//时间复杂度0(n),空间复杂度0(1)class Solution ipublicint removeDuplicates(int A[, int n)tmt index = ofor (intif(i>0&&i<1&&A[i]==A[i-1]&&A[i]==A[i+1])continueA lindex++]=Alireturn index;相关题目Remove Duplicates from Sorted Array,见§2.1.12.1.3 Search in Rotated Sorted Array描述Suppose a sorted array is rotated at some pivot unknown to you beforehand