9 26 MUSIC CATEGORY ADD PROJECT S DESIGN VIEW

Tìm thấy 10,000 tài liệu liên quan tới từ khóa "9 26 MUSIC CATEGORY ADD PROJECT S DESIGN VIEW":

ANDROID STUDIO OVERVIEW

ANDROID STUDIO OVERVIEW

Run your Android applications on an emulated Android platform.Android Debug BridgeInterface with your emulator or connected device (install apps, shell the device, issuecommands, etc.).In addition to the above tools that are included with the SDK, you need the following opensource and third-party tools:GradleTo compile and build your Android project into an installable .apk file(s).KeytoolTo generate a keystore and private key, used to sign your .apk file. Keytool is part ofthe JDK.Jarsigner (or similar signing tool)To sign your .apk file with a private key generated by Keytool. Jarsigner is part of theJDK.If you are using Android Studio, tools such as adb and android are automatically called byAndroid Studio so you don't have to manually invoke these tools. You need to be familiarwith adb, however, because certain functions are not accessible from Android Studio, such asthe adb shell commands. You might also need to call Keytool and Jarsigner to sign yourapplications, but you can set up Android Studio to do this automatically as well.For more information on the tools provided with the Android SDK, see the Tools section ofthe documentation.Except as noted, this content is licensed under Creative Commons Attribution 2.5. For detailsand restrictions, see the Content License.About Android | Legal | SupportManaging Virtual DevicesAn Android Virtual Device (AVD) is an emulator configuration that lets you model an actual
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BÁO CÁO QUẢN LÝ DỰ ÁN TIN HỌC

BÁO CÁO QUẢN LÝ DỰ ÁN TIN HỌC

• Để bắt đầu với Microsoft Project bạn có thể mở một tập tin Project hoặc khởi độngtừ menu Start. Click vàoStart. Trên menu Start, click vào AllPrograms > Microsoft Office > Microsoft Office Project 2010.• Với giao diện Ribbon giúp bạn dễ dàng thao tác trên Microsoft Project 2010.• Phần chính giao diện của Microsoft Project 2010 gồm có:• Thanh công cụ Quick Access là nơi bạn có thể tùy biến giao diện, có thể thêmcác tùy chọn bạn thường xuyên sử dụng lên thanh công cụ này.5Báo Cáo: Quản Lý Dự Án Tin Học• Thanh tab và giao diện Ribbon thân thiện. Tab là nơi để bạn thao tác trênMicrosoft Project 2010. Trong Microsoft Project 2010 có 5 tab chínhlà Task, Resource, Project, View, Team, ngoài ra có 2 tab có thể thay đổi làAdd-ins (sử dụng thêm các công cụ hỗ trợ bên ngoài) và Format (tùy theo đốitượng bạn chọn).• Group: trên mỗi tab có nhiều group, group là các chức năng được sắp vào mộtnhóm.6Báo Cáo: Quản Lý Dự Án Tin Học• Thanh View label nằm dọc theo cạnh trái của giao diện chính thể hiện kiểu giao
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PROJECT MANAGEMENT CHAPTER 8

PROJECT MANAGEMENT CHAPTER 8

example, suppose that our organization set out to develop an electronics product for the commercialmusic market only to discover, halfway through the development, that technological advances hadrendered our original product obsolete. One option, other than abandoning the project, might be toengineer a product design upgrade midstream in the project's development. Those scope changes willcause potentially expensive cost readjustments.2. Murphy's Law is always present. Murphy's Law suggests that if something can go wrong, it often will.Budget contingency represents one important method for anticipating the likelihood of problemsoccurring during the project life cycle. Thus, contingency planning just makes prudent sense.3. Cost estimation must anticipate interaction costs. It is common to budget project activities as independent operations. Thus, in a product development project, we develop a discrete budget for each workpackage under product design, engineering, machining, and so forth. However, this approach fails to recognize the often "interactive" nature of these activities. For example, suppose that the engineering phaserequires a series of iterative cycles to occur between the designers and the engineers. As a series of designsare created, they are forwarded to the engineering section for proofing and quality assessment. Whenproblems are encountered they must be shipped back to design to be corrected. Coordinating the several cycles of design and rework as a product moves through these two phases is often not accounted for ina standard project budget. Hence, contingency budgets allow for the likely rework cycles that link projectactivities interactively.4. Normal conditions are rarely encountered. Project cost estimates usually anticipate "normal conditions." However, many projects are conducted under anything but normal working conditions. Some ofthe ways in which the normal conditions assumption is routinely violated include the availability ofresources and
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 GASTROINTESTINAL DRUG PRODUCT TRADING PROJECT OVALGEL IN DOMESTICMARKET

GASTROINTESTINAL DRUG PRODUCT TRADING PROJECT OVALGEL IN DOMESTICMARKET

Manufacturers begin productionCheck for delivery on timeRecruitment and training of additional staffMarketing, advertising productGet goods, pay suppliers13 Selling goods and debt collection14 Assessing project performance90 days6 days45 days3 days20 days90 days20 days180days1 day26-Jan-0723-May-071-Jun-0731-Jul-075-Jul-073-Aug-073-Aug-0731-Aug-079-May-08

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BBNT BP KCN KCT THI DU

BBNT BP KCN KCT THI DU

thông số về vò trí, ngày đổ bê tông, độ sụt, cường độ thiếtkế, cường độ ở 7 ngày, 14 ngày, 28 ngày tuổi và đã được Đạidiện của Chủ đầu tư và Nhà thầu chính chấp thuận.Concrete : All concrete is ready concrete supplied by the IDI, with28-day grade of the 15x15x15cm cubic sample is 40 Mpa- or above astested by the Quatest 3. All test results are summarised which indicates9the Test Location, Date Poured, Slump (in mm), Design strengths requiredat 7 days, 14 days and 28 days after casting. The Structural Concrete TestSummary was reviewed and approved by the Project Owner and theContractor.+ Cốt thép đưa vào sử dụng phù hợp tiêu chuẩn ASTMA615M và có giới hạn chảy đạt yêu cầu thiết kế 41Mpa- (đượctiến hành thí nghiệm tại Trung tâm 3).Reinforcement is complied with ASTM A615M with strength of 420Mpa- (as tested by the Quatest 3).- Công tác cốp pha/ formwork+ Sử dụng cốp pha thép đònh hình được lắp đặt bởi nhàthầu phụ chuyên nghiệp.Formwork was installed by the professional sub-contractor(s).- Công tác gia công và lắp đặt cốt thép/ rebars laying andinstallation work+ Các lọai cốt thép đưa vào sử dụng trong công trình đềucó kích thước tiết diện phù hợp với thiết kế được Chủ đầu tưphê duyệt .Sizes of rebars used for concrete structures were complied withthose of the detail design approved by the Project Owner.- C«ng t¸c ®ỉ bª t«ng / concrete pouring
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SÁCH GIÁO KHOA TIẾNG ANH 12 PHẦN 4

SÁCH GIÁO KHOA TIẾNG ANH 12 PHẦN 4

January to mid-March and Summer Term from early April to midJuly. Each term is separated by a one-week break called half term,usually at the end of October, mid-February and the end of May.There are two parallel school systems in England. The first is the stateschool system, which is free for all students and paid for by the state.The second category is the ‘independent’ or ‘public’ school system,which is fee-paying. The state school system, which educates 93% ofthe pupils in England, can be divided into two levels of education:primary education and secondary education.See the Table below for more information about the school educationsystem in England.The National Curriculum is set by the government and must befollowed in all state schools. It is made up of the following subjects:English, Design & Technology, Geography, Maths, InformationTechnology, Music, Science, Arts, Physical Education, History, and aModern Foreign Language. English, Maths and Science are coresubjects, which are compulsory in the national examinations at certainstages of the school education system.School education system in EnglandLevelof educationPre-schoolPrimaryeducationSecondaryeducationGrade/Year(from − to)childcareenvironment
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YATCB LESSON PLANS PAIR OR SMALL GROUP PROJECT

YATCB LESSON PLANS PAIR OR SMALL GROUP PROJECT

FREE PRACTICEPair or Small Group ProjectMethod:1.SS work in pairs or small groups and develop a project idea linked to a topic, which has been agreed on bythe whole class. SS could use the allotted free practice time (e.g. 30 minutes) in a series of different lessonsto work on their project with their partner or small group, up to a total of, for example, 6 hours. The finalgoal would be for SS to give a short presentation of their work in English (e.g. 10 mins) and hand in theirwritten work to T for marking.Here are some examples of project ideas:If the topic is:SS could:AnimalsPlan their own safari park; or design their own animal(s)CarsCreate and market their own car or range of vehiclesMusicCreate a pop/rock song and record it, along with a videoBooks
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THE PORTABLE MBA IN PROJECT MANAGEMENT

THE PORTABLE MBA IN PROJECT MANAGEMENT

Preface In the 1990s, project management moved from a littleused industrial engineering discipline to the engine of managing America’s work. Prior to 1990, project management techniques were unknown to most corporate managers who considered projects to be the realm of engineers or the IS department. In universities, with few exceptions, the only place to learn project management was the industrial and management engineering program—not even “real engineering.” Fast forward to 2003 and project management has leapt to center stage. Corporations are using the “project management office” to implement consistent project management practices across the enterprise and manage missioncritical strategic initiatives. From the CEO’s office down to the frontlines, business and government organizations have “projectized” their work and are looking to the classic discipline of project management to give them greater productivity and faster response to changing market conditions. This shift has not gone unnoticed on campus where business schools now offer masters programs in project management and many graduate and undergraduate curriculums include at least one course on project management. What prompted this revolution? The American economy is increasingly characterized by change and change means projects; project management is the tool set of the twentyfirst century. The growing use of project management mirrors the growing number of projects we find in our workplace. In every industry and profession, organizations find a greater proportion of their time and resources are committed to projects, giving rise to the projectbased organization. In the past, many firms considered themselves project based. Consulting firms, constructionrelated businesses, aerospace companies, and agencies such as the U.S. Army Corps of Engineers can find that 80 percent to 100 percent of their revenuebudget is attributable to projects. However, a firm need not be completely devoted to projects to face the challenges of managing multiple projects or to gain the benefits of applying the project management discipline. If even 20 percent of your organization’s budget or revenue is represented by projects, consider yourself a projectbased organization. That isn’t suggesting you try to jam the operations of your entire department or company into the project mold—it is vii viii Preface suggesting that if onefifth of your budget revenue is projectbased, significantly improving the performance of your projects will have an impact on your overall bottom line. This book is intended for the leaders of this emerging entity known as the projectbased organization. CIOs, department managers, program managers, and senior project managers being challenged to implement project management—to formalize the processes of managing projects—will find strategies and standards for leveraging the proven discipline of project management. For our purposes, the projectbased organization can be a department, division, or entire company. Government agencies and nonprofits should consider themselves candidates as well as forprofit businesses. The traditional projectbased firms often focused on a few very large projects or programs. The new breed of multiproject enterprise is often comprised of many smaller, independent projects. Optimizing performance on one project is already difficult. Optimizing performance across many concurrent projects requires a conscious method of management. As we optimize the project portion of the business, we cannot afford to ignore the nonproject side. The goal of this book is to provide the methods and framework necessary to run an organization that must successfully deliver many independent projects. The discipline of project management is well developed. There exist, literally, hundreds of books intended to help us better manage a project. The body of knowledge for managing a multiproject organization is far less developed. This book, intended as a resource for leaders of the projectbased organization, must address both topics. It is impossible for a CIO, engineering director, vicepresident of new product development, or owner of a construction or consulting firm to optimize their organization’s project performance if she or he cannot speak the language of project management. At the same time, the discipline of project management is insufficient for managing the entire firm. Therefore, the strategy of this book is to provide a condensed view of the traditional project management topics and to assemble the guidelines for managing the organization. Part One introduces the dual tiers of project focus and enterprise focus. It provides an introduction to the project management discipline and also exposes the opportunities available to firms who choose to focus on project management as a strategic advantage. You’ll be able to assess the strategic benefits of project management to your organization and have a vision for the components of a successful projectbased organization. Part Two contains the proven discipline of project management including project selection, detailed planning, project control, quality management, and risk management techniques. These chapters are designed to present enough detail for executives to understand the techniques their own project managers should be using. In these chapters, the focus is on the methods for managing a single project, but the role of the executive is always stressed. With this level of understanding, leaders of the projectbased organization will understand what Preface ix processes and activities should be taking place on projects as well as their own critical contribution to project success. Experienced project managers should be able to use these chapters as a condensed resource outlining the must have project management activities. Be aware, however, that if you are seeking detailed tips and howto advice for managing projects, that is better found in my previous book, The Fast Forward MBA in Project Management, also published by John Wiley Sons. Part Three addresses the human dimension of project success. No experienced project leader or manager can deny the importance of a unified team and a positive atmosphere. Nor can we ever discount the value of a driven, cando team attitude. To some, achieving these environmental team factors far outweighs the importance of critical path analysis or risk planning. Rather than argue over their relative importance, this book presents both the science of project management (Part Two) and the art of team leadership (Part Three) as essential to a successful project. As with Part Two, Part Three presents wellestablished principles, but it differs in one important respect: The books on building successful teams outnumber even those on project management. Topics in this section were specifically chosen because they serve the project environment—temporary teams, often composed of people who work in different organizations (sometimes different companies) and who may even be geographically dispersed. Because of their unique perspective, these three chapters address the heart of building a successful project team. Good project management is essential for project success, but it is not enough for the projectbased organization. Part Four presents the macro view of the projectbased organization: the processes and systems required to oversee multiple projects, the leadership challenge involved in formalizing project management practices, and the other capabilities—beyond project management—required for a successful projectbased organization. Onethird of the content of this book has been previously published, ref lecting the fact that project management is a mature discipline. Rather than rewrite what has been previously well done, we have compiled it. Other sections are necessarily new: They either present classic techniques with a new perspective (Chapters 4, 5, 6, and 7 condense large topics to provide a detailed overview) or they represent some of the newest thinking on the topic of managing the projectbased organization. If you read only one book about project management, you cannot hope to understand all there is to know about the topic. As with any good project, this book has a specific purpose that has limited its scope. Because the book attempts to cover a broad scope, it is prevented from covering all its topics in great depth. The target reader—experienced project managers, project office personnel, and leaders of multiproject organizations—do not want all the details of how to manage a project. Likewise, certain valuable projectrelated topics such as procurement and estimating were ultimately determined to be too specialized. Preface Devotees of the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBoK) will notice that all of the content of this book is in alignment with the PMBoK. The terminology used in this book does not conf lict with PMBoK definitions. However, the scope of this book is different than that very thorough glossary, so not every topic found in either book can be referenced to the other. Ultimately, the content of this book rests on my observations about the challenges of managing a projectbased organization. For over a decade, my firm has been delivering the timetested principles of project management to firms across the economic spectrum. We have seen huge changes in the enthusiasm for project management and the organizational assets committed to formalizing its practice. Firms that were initially hesitant to purchase a few days of training later have staffed a project management office with fulltime, experienced project leaders and invested in enterprise project management software. For those of us who work in this field and see the potential for projectbased organizations, the momentum is both gratifying and cause for alarm. Our satisfaction is easy to understand. Our alarm stems from the dangers associated with management fads. Nearly everyone with more than 10 years of work experience has seen at least one fad wash over his or her organization— complete with training, slogans, and accompanying software—only to have the new ideas and better ways disappear as everyone “got back to work.” That can happen with project management, too. Leading the charge to building a better projectbased organization makes sense for many organizations, but that doesn’t make it easy. This book is intended to make that journey a little bit straighter, a little less painful, and, ultimately, to improve the quality of work life of every person who is working in the project environment. ERIC VERZUH
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LESSON FOR PRONUNCIATION

LESSON FOR PRONUNCIATION

Lesson 1 for Pronunciation Consonants I. Revision: English consonants: 24 sounds p b t d k ɡ tʃ dʒ f v θ ð s z ʃ ʒ h m n ŋ l r j w Examples: Consonants p pen, copy, happen b back, baby, job t tea, tight, button d day, ladder, odd k key, clock, school g get, giggle, ghost tʃ church, match, nature dʒ judge, age, soldier f fat, coffee, rough, photo v view, heavy, move θ thing, author, path ð this, other, smooth s soon, cease, sister z zero, music, roses, buzz ʃ ship, sure, national ʒ pleasure, vision h hot, whole, ahead m more, hammer, sum n nice, know, funny, sun ŋ ring, anger, thanks, sung l light, valley, feel r right, wrong, sorry, arrange j yet, use, beauty, few w wet, one, when, queen II. Practice Task 1: Listen and choose the sounds that you hear: Example: teatightbutton
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THÔNG TƯ QUẢN LÍ CHAPTER10

THÔNG TƯ QUẢN LÍ CHAPTER10

Chapter 10 - A Method for Evaluating andAdjusting Your ScheduleIntroductionMake Your Plan Accurate and CompleteReview Project Goals, Scope, and AssumptionsAdd or Delete TasksRefine Task-Duration EstimatesCheck the Project Finish DateDetermine If Fixed-Date Constraints Are NecessaryCheck Costs vs. BudgetIdentify and Correct Obvious ErrorsStreamline Your PlanShorten the ScheduleUse Resources as Efficiently as PossibleReduce Project CostsMicrosoft Project 98 – Chapter 10Page 1 of 6IntroductionAfter you’ve put together your project plan, and whenever a change in scope, resources, or time can affect theproject completion date, you should evaluate and then adjust your schedule.Evaluating your schedule will give you an accurate picture of what you may need to adjust. Make sure that yourschedule contains complete and accurate information, models your project realistically, and meets your projectgoals as efficiently as possible. Then, adjust your schedule as necessary.You should follow two major steps to evaluate and adjust your schedule. First, make sure your plan is accurateand complete. Take a high-level look at your project plan. Does it meet project goals? Does it include allnecessary tasks? Are your cost, duration, and work estimates accurate? Did you enter any erroneous
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Enhangcing collaborative filtering music recommendation by balancing exploration and exploitation

ENHANGCING COLLABORATIVE FILTERING MUSIC RECOMMENDATION BY BALANCING EXPLORATION AND EXPLOITATION

... predictable efficiency recommendations Content-based music audio files no additional data difficult to select effective features, is required huge semantic gap, lack variety Collaborative Filtering Userhigh... ✐♥tr♦❞✉❝❡❞ ✐♥ t❤❡ ♣r❡✈✐♦✉s s❡❝t✐♦♥s✳ ❚❛❜❧❡ ✷✳✷ ♣r❡s❡♥ts ❛ s✉♠♠❛r② ♦❢ t❤❡s❡ ❛❧❣♦r✐t❤♠s✳ Category Music Recommendation Algorithms Data Advantages Limitations Metadata-based song title, album name,... oriented user-song interaction cold-start, data sparsity, scalability recommendation data (explicit based Itemproblem accuracy and oriented feedback or implicit quality feedback ) Model-based Context-aware
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66106 ME AND MY FAMILY

66106 ME AND MY FAMILY

_______________________________________? My sister Mary is 4 years old._______________________________________? I have got a dog.4. Add the activities to parts of a day (priraď aktivity k časti dňa)- have a shower, have dinner, have breakfast, have lunch, play with friends, listen to music, domy homework, get up, go to bed, go home, go to school,In the morningIn the afternoonIn the evening5. Describe your day (opíš svoj deň)

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Israel information technology report q1 2014

ISRAEL INFORMATION TECHNOLOGY REPORT Q1 2014

... training information workers © Business Monitor International Page 45 Israel Information Technology Report Q1 2014 ■ Aid to be given to the less wealthy to make them part of Israel' s information. .. International Page 18 Israel Information Technology Report Q1 2014 Macroeconomic Forecasts Economic Analysis BMI View: We project real GDP growth in Israel of 3.5% and 3.2% in 2013 and 2014, respectively... Page 20 Israel Information Technology Report Q1 2014 Confidence Unlikely To Rebound Israel - Bank Hapoalim Consumer Confidence Index, % chg y-o-y (RHS) Source: BMI, Bank Hapoalim The Israeli
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Báo cáo đồ án tôt nghiệp: Xây dựng Website bán hàng thông minh

BÁO CÁO ĐỒ ÁN TÔT NGHIỆP: XÂY DỰNG WEBSITE BÁN HÀNG THÔNG MINH

Mục lục Chương 1:Tổng quan 9 1.1 Giới thiệu về đề tài. 9 1.2 Lý do chọn đề tài 9 1.3 Mục đích phát triển đề tài 9 1.4 Ý nghĩa thực tiễn 9 1.5 Đặt bài toán 9 1.5.1 Chức năng 10 1.5.2 Yêu cầu đặt ra 10 1.6 Các giai đoạn triển khai dự án. 11 1.7 Vấn đề Giải pháp 11 Chương 2: Tìm hiểu 1 số công nghệ xây dựng website 12 2.1 ASP.NET và MVC 12 2.1.1 ASP.NET 12 2.1.2 MVC 13 2.2 Javascript 16 2.3 Ajax 18 2.4 Bootstrap 19 2.5 Hệ cơ sở dữ liệu SQL server 19 2.6 Truy vấn Linq 19 2.6.1 Các thành phần của LINQ 20 2.6.2 LINQ vs ADO.NET 23 Chương 3: Phân tích thiết kế hệ thống 24 3.1 Tổng quan thiết kế 24 3.2 Một số yêu cầu 25 3.2.1 Actors and Use Cases Descriptions 25 3.3 Phân tích UC 29 3.3.1 UC01: Login 29 3.3.2 UC02: Manage product 30 3.3.3 UC03: Add new product 31 3.3.4 UC04: Edit product 32 3.3.5 UC05: Delete product 33 3.3.6 UC06: View product 34 3.3.7 UC7: Manage statistic 35 3.3.8 UC8: Statistic sales 36 3.3.9 UC9: Statistic selling product 36 3.3.10 UC10: Manage Manufacture 37 3.3.11 UC11: View Manufacture 38 3.3.12 UC12: Create Manufacture 39 3.3.13 UC13: Edit Manufacture 40 3.3.14 UC14: Delete Manufacture 41 3.3.15 UC15: Vỉew Order 42 3.3.16 UC16: Change Order 43 3.3.17 UC17: View feedback 44 3.3.18 UC18: View Cart 45 3.3.19 UC19: Add product in cart 45 3.3.20 UC23: Update account profile 46 3.3.21 UC22: Register account 47 3.3.22 UC20: Remove product in cart 48 3.3.23 UC21: Send feedback 49 Chương 4:Thiết kế cơ sở dữ liệu 50 4.1 Thiết kế các bảng chính 50 4.1.1 Bảng Product (Sản phẩm) 50 4.1.2 Bảng Loại sản phẩm 52 4.1.3 Bảng Đơn đặt hàng 52 4.1.4 Bảng chi tiết đơn đặt hàng 53 4.1.5 Bảng Theo dõi thay đổi trạng thái đơn hàng 53 4.1.6 Bảng Thông tin tài khoản hệ thống 54 4.2 Thiết kế bảng phụ 54 4.2.1 Bảng nhà sản xuất 54 4.2.2 Bảng menu 55 4.2.3 Bảng Slide 55 4.2.4 Bảng phản hồi khách hàng 56 4.3 Thiết kế quan hệ, ràng buộc các bảng trong CSDL 56 Chương 5: Giao diện hệ thống 58 5.1 SC01: Login 58 5.2 SC2: Trang chủ 60 5.3 SC3: Chi tiết sản phẩm 61 5.4 SC4:Giỏ hàng 61 5.5 SC5:Đặt hàng 62 5.6 SC6: Tìm kiếm 64 5.7 SC7:Danh sách sản phẩm (Quản trị) 65 5.8 SC8:Update produce 66 5.9 SC9:Thêm mới 1 sản phẩm 67 5.10 SC10: Báo cáo thống kê 68 Chương 6: Phát triển một số tính năng nâng cao cho website 69 6.1 Bài toán đặt ra 69 6.2 Phát triển hệ thống tìm kiếm gần đúng 70 6.3 Phát triển hệ thống chăm sóc khách hàng 73 6.4 Phát triển hệ thống gợi ý sản phẩm 73 6.5 Cổng thanh toán online trong website bán hàng 74 6.5.1 Cổng thanh toán Onepay 74 6.5.2 Cổng thanh toán Paypal 75 6.5.3 Cổng thanh toán Ngân Lượng 76 6.5.4 Ví điện tử Bảo Kim 77 6.5.5 Cổng thanh toán Payoo 77 6.5.6 Cổng thanh toán Vn Mart 78 Kết luận 79 Tài liệu tham khảo 80
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Temperature control design project

TEMPERATURE CONTROL DESIGN PROJECT

Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project Temperature control design project
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The safety of building structures subject to unusual natural and man-made disasters

The safety of building structures subject to unusual natural and man-made disasters

This paper presents some points of view of the authors, including: renovate our thought on selection of plans, calculation, design, and evaluation of safety of existing structures; the old thought and the new thought on the safety of building structures; renovate the selection of building plan, calculation, design and evaluation of the safety of building structures; building structures in Vietnam decided according to the new thought.

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BÁO CÁO ĐỒ ÁN TỐT NGHIỆP : Xây dựng website thương mại

BÁO CÁO ĐỒ ÁN TỐT NGHIỆP : XÂY DỰNG WEBSITE THƯƠNG MẠI

Mục lục Chương 1:Tổng quan 8 1.1 Giới thiệu về đề tài. 8 1.2 Lý do chọn đề tài 8 1.3 Mục đích phát triển đề tài 8 1.4 Ý nghĩa thực tiễn 8 1.5 Đặt bài toán 8 1.5.1 Chức năng 9 1.5.2 Yêu cầu đặt ra 9 1.6 Các giai đoạn triển khai dự án. 10 1.7 Vấn đề Giải pháp 10 Chương 2: Tìm hiểu 1 số công nghệ xây dựng website 11 2.1 ASP.NET và MVC 11 2.1.1 ASP.NET 11 2.1.2 MVC 12 2.2 Javascript 15 2.3 Ajax 17 2.4 Bootstrap 18 2.5 Hệ cơ sở dữ liệu SQL server 18 2.6 Truy vấn Linq 18 2.6.1 Các thành phần của LINQ 19 2.6.2 LINQ vs ADO.NET 22 Chương 3: Phân tích thiết kế hệ thống 23 3.1 Tổng quan thiết kế 23 3.2 Một số yêu cầu 24 3.2.1 Actors and Use Cases Descriptions 24 3.3 Phân tích UC 28 3.3.1 UC01: Login 28 3.3.2 UC02: Manage product 29 3.3.3 UC03: Add new product 30 3.3.4 UC04: Edit product 31 3.3.5 UC05: Delete product 32 3.3.6 UC06: View product 33 3.3.7 UC7: Manage statistic 34 3.3.8 UC8: Statistic sales 35 3.3.9 UC9: Statistic selling product 35 3.3.10 UC10: Manage Manufacture 36 3.3.11 UC11: View Manufacture 37 3.3.12 UC12: Create Manufacture 38 3.3.13 UC13: Edit Manufacture 39 3.3.14 UC14: Delete Manufacture 40 3.3.15 UC15: Vỉew Order 41 3.3.16 UC16: Change Order 42 3.3.17 UC17: View feedback 43 3.3.18 UC18: View Cart 44 3.3.19 UC19: Add product in cart 44 3.3.20 UC23: Update account profile 45 3.3.21 UC22: Register account 46 3.3.22 UC20: Remove product in cart 47 3.3.23 UC21: Send feedback 48 Chương 4:Thiết kế cơ sở dữ liệu 49 4.1 Thiết kế các bảng chính 49 4.1.1 Bảng Product (Sản phẩm) 49 4.1.2 Bảng Loại sản phẩm 51 4.1.3 Bảng Đơn đặt hàng 51 4.1.4 Bảng chi tiết đơn đặt hàng 52 4.1.5 Bảng Theo dõi thay đổi trạng thái đơn hàng 52 4.1.6 Bảng Thông tin tài khoản hệ thống 53 4.2 Thiết kế bảng phụ 53 4.2.1 Bảng nhà sản xuất 53 4.2.2 Bảng menu 54 4.2.3 Bảng Slide 54 4.2.4 Bảng phản hồi khách hàng 55 4.3 Thiết kế quan hệ, ràng buộc các bảng trong CSDL 55 Chương 5: Giao diện hệ thống 57 5.1 SC01: Login 57 5.2 SC2: Trang chủ 59 5.3 SC3: Chi tiết sản phẩm 60 5.4 SC4:Giỏ hàng 60 5.5 SC5:Đặt hàng 61 5.6 SC6: Tìm kiếm 63 5.7 SC7:Danh sách sản phẩm (Quản trị) 64 5.8 SC8:Update produce 65 5.9 SC9:Thêm mới 1 sản phẩm 66 5.10 SC10: Báo cáo thống kê 67 Chương 6: Phát triển một số tính năng nâng cao cho website 68 6.1 Bài toán đặt ra 68 6.2 Phát triển hệ thống tìm kiếm gần đúng 69 6.3 Phát triển hệ thống chăm sóc khách hàng 72 6.4 Phát triển hệ thống gợi ý sản phẩm 72 6.5 Cổng thanh toán online trong website bán hàng 73 6.5.1 Cổng thanh toán Onepay 73 6.5.2 Cổng thanh toán Paypal 74 6.5.3 Cổng thanh toán Ngân Lượng 75 6.5.4 Ví điện tử Bảo Kim 76 6.5.5 Cổng thanh toán Payoo 76 6.5.6 Cổng thanh toán Vn Mart 77 Kết luận 78 Tài liệu tham khảo 79
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