你可能感兴趣的试题

某项目包含的活动如下表所示，完成整个项目的最短时间为（）周。

某项目包含的活动如下表所示，不能通过缩短活动（）的工期，来缩短整个项目的完成时间。

进程P1、P2、P3、P4和P5的前趋图如下所示：

若用PV操作控制进程P1、P2、P3、P4、P5并发执行的过程，则需要设置5个信号量S1、S2、S3、S4和S5，且信号量S1～S5的初值都等于零。

进程P1、P2、P3、P4和P5的前趋图如下所示：

若用PV操作控制进程P1、P2、P3、P4、P5并发执行的过程，则需要设置5个信号量S1、S2、S3、S4和S5，且信号量S1～S5的初值都等于零。

进程P1、P2、P3、P4和P5的前趋图如下所示：

若用PV操作控制进程P1、P2、P3、P4、P5并发执行的过程，则需要设置5个信号量S1、S2、S3、S4和S5，且信号量S1～S5的初值都等于零。

某进程有4个页面，页号为0~3，页面变换表及状态位、访问位和修改位的含义如下图所示。若系统给该进程分配了3个存储块，当访问前页面1不在内存时，淘汰表中页号为（）的页面代价最小。

采用McCabe度量法计算下列程序图的环路复杂性为（）。

某非确定的有限自动机（NFA）的状态转换图如下图所示（q0既是初态也是终态），与该NFA等价的确定的有限自动机（DFA）是（）。

部门、员工和项目的关系模式及它们之间的E-R图如下所示，其中，关系模式中带实下划线的属性表示主键属性。图中：

部门（部门代码，部门名称，电话）
员工（员工代码，姓名，部门代码，联系方式，薪资）
项目（项目编号，项目名称，承担任务）

部门、员工和项目的关系模式及它们之间的E-R图如下所示，其中，关系模式中带实下划线的属性表示主键属性。图中：

部门（部门代码，部门名称，电话）
员工（员工代码，姓名，部门代码，联系方式，薪资）
项目（项目编号，项目名称，承担任务）

部门、员工和项目的关系模式及它们之间的E-R图如下所示，其中，关系模式中带实下划线的属性表示主键属性。图中：

部门（部门代码，部门名称，电话）
员工（员工代码，姓名，部门代码，联系方式，薪资）
项目（项目编号，项目名称，承担任务）

设某循环队列Q的定义中有front和rear两个域变量，其中，front指示队头元素的位置，rear指示队尾元素之后的位置，如下图所示。若该队列的容量为M，则其长度为（）。

在下图所示的网络配置中，发现工作站B无法与服务器A通信。（）故障影响了两者互通。

完形填空：下面短文有5处空白，请根据短文内容为每处空白确定1个最佳选项。
Why Have Formal Documents？
Finally，writing the decisions down is essential. Only when one writes do the gaps appear and the （71） protrude（突出）. The act of writing turns out to require hundreds of mini-decisions， and it is the existence of these that distinguishes clear， exact policies from fuzzy ones. 
Second， the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （72） direction， his chief daily task will be communication， not decision-making， and his documents will immensely （73） this load. 
Finally， a manager’s documents give him a data base and checklist. By reviewing them （74） he sees where he is， and he sees what changes of emphasis or shifts in direction are needed. 
The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what， when， how much， where， and who. This small set of critical documents （75） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning， the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.

完形填空：下面短文有5处空白，请根据短文内容为每处空白确定1个最佳选项。
Why Have Formal Documents？
Finally，writing the decisions down is essential. Only when one writes do the gaps appear and the （71） protrude（突出）. The act of writing turns out to require hundreds of mini-decisions， and it is the existence of these that distinguishes clear， exact policies from fuzzy ones.
Second， the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （72） direction， his chief daily task will be communication， not decision-making， and his documents will immensely （73） this load.
Finally， a manager’s documents give him a data base and checklist. By reviewing them （74） he sees where he is， and he sees what changes of emphasis or shifts in direction are needed.
The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what， when， how much， where， and who. This small set of critical documents （75） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning， the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.

完形填空：下面短文有5处空白，请根据短文内容为每处空白确定1个最佳选项。
Why Have Formal Documents？
Finally，writing the decisions down is essential. Only when one writes do the gaps appear and the （71） protrude（突出）. The act of writing turns out to require hundreds of mini-decisions， and it is the existence of these that distinguishes clear， exact policies from fuzzy ones.
Second， the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （72） direction， his chief daily task will be communication， not decision-making， and his documents will immensely （73） this load.
Finally， a manager’s documents give him a data base and checklist. By reviewing them （74） he sees where he is， and he sees what changes of emphasis or shifts in direction are needed.
The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what， when， how much， where， and who. This small set of critical documents （75） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning， the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.

完形填空：下面短文有5处空白，请根据短文内容为每处空白确定1个最佳选项。
Why Have Formal Documents？
Finally，writing the decisions down is essential. Only when one writes do the gaps appear and the （71） protrude（突出）. The act of writing turns out to require hundreds of mini-decisions， and it is the existence of these that distinguishes clear， exact policies from fuzzy ones.
Second， the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （72） direction， his chief daily task will be communication， not decision-making， and his documents will immensely （73） this load.
Finally， a manager’s documents give him a data base and checklist. By reviewing them （74） he sees where he is， and he sees what changes of emphasis or shifts in direction are needed.
The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what， when， how much， where， and who. This small set of critical documents （75） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning， the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.

完形填空：下面短文有5处空白，请根据短文内容为每处空白确定1个最佳选项。
Why Have Formal Documents？
Finally，writing the decisions down is essential. Only when one writes do the gaps appear and the （71） protrude（突出）. The act of writing turns out to require hundreds of mini-decisions， and it is the existence of these that distinguishes clear， exact policies from fuzzy ones.
Second， the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （72） direction， his chief daily task will be communication， not decision-making， and his documents will immensely （73） this load.
Finally， a manager’s documents give him a data base and checklist. By reviewing them （74） he sees where he is， and he sees what changes of emphasis or shifts in direction are needed.
The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what， when， how much， where， and who. This small set of critical documents （75） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning， the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so.