机器字长为n位的二进制数可以用补码来表示(1)个不同的有符号定点小数。

计算机中CPU对其访问速度最快的是(2)。

CPU中用于暂时存放操作数和中间运算结果的是(3)。

计算机中CPU的中断响应时间指的是(4)的时间。

总线宽度为32bit，时钟频率为200MHz，若总线上每5个时钟周期传送一个32bit的字，则该总线的带宽为(5)MB/s。

以下关于指令流水线性能度量的叙述中，错误的是(6)。

(7) 协议在终端设备与远程站点之间建立安全连接。

安全需求可划分为物理线路安全、网络安全、系统安全和应用安全。下面的安全需求中属于系统安全的是(8)，属于应用安全的是(9)。

安全需求可划分为物理线路安全、网络安全、系统安全和应用安全。下面的安全需求中属于系统安全的是(8)，属于应用安全的是(9)。

王某是某公司的软件设计师，每当软件开发完成后均按公司规定编写软件文档，并提交公司存档。那么该软件文档的著作权(10)享有。

甲、乙两公司的软件设计师分别完成了相同的计算机程序发明，甲公司先于乙公司完成，乙公司先于甲公司使用。甲、乙公司于同一天向专利局申请发明专利。此情形下，(11)可获得专利权。

对高级语言源程序进行编译或解释的过程可以分为多个阶段，解释方式不包含(12)阶段。

程序中的错误一般可分为语法错误和语义错误两类，其中，语义错误可分为静态语义错误和动态语义错误。(13)属于动态语义错误。

程序语言提供的传值调用机制是将(14)。

软件工程的基本要素包括方法、工具和(15)。

在(16)设计阶段选择适当的解决方案，将系统分解为若干个子系统，建立整个系统的体系结构。

某公司计划开发一个产品，技术含量很高，与客户相关的风险也很多，则最适于采用(17)开发过程模型。

以下关于软件可维护性的叙述中，不正确的是《可维护性(18)》。

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(19)。不能通过缩短活动(20)的工期，来缩短整个项目的完成时间。

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(19)。不能通过缩短活动(20)的工期，来缩短整个项目的完成时间。

嵌入式系统初始化过程主要有3个环节，按照自底向上、从硬件到软件的次序依次为(21)。系统级初始化主要任务是(22)。

嵌入式系统初始化过程主要有3个环节，按照自底向上、从硬件到软件的次序依次为(21)。系统级初始化主要任务是(22)。

声音信号的数字化过程就是在时间和幅度两个维度上的离散化过程，其中时间的离散化称为(23)，幅度的离散化称为(24)。

声音信号的数字化过程就是在时间和幅度两个维度上的离散化过程，其中时间的离散化称为(23)，幅度的离散化称为(24)。

通常人类感知到的20%左右的信息是通过(25)得到的。

以下关于采用MIDI格式和WAV格式记录同一首乐曲的演奏信息的说法中，正确的是(26)。

乐音的音高是由(27)决定的。

以下颜色模型中适用于彩色印刷的是(28)颜色模型，它属于(29)模型。黄色油墨印在白纸上，在绿光下看上去是(30)色，在蓝光下看上去是(31)颜色。

以下颜色模型中适用于彩色印刷的是(28)颜色模型，它属于(29)模型。黄色油墨印在白纸上，在绿光下看上去是(30)色，在蓝光下看上去是(31)颜色。

以下颜色模型中适用于彩色印刷的是(28)颜色模型，它属于(29)模型。黄色油墨印在白纸上，在绿光下看上去是(30)色，在蓝光下看上去是(31)颜色。

以下颜色模型中适用于彩色印刷的是(28)颜色模型，它属于(29)模型。黄色油墨印在白纸上，在绿光下看上去是(30)色，在蓝光下看上去是(31)颜色。

彩色视频数字化的过程中，颜色子采样技术是指通过降低(32)的采样频率以达到减少数据量的目的。常用子采样模式不包括(33)。

彩色视频数字化的过程中，颜色子采样技术是指通过降低(32)的采样频率以达到减少数据量的目的。常用子采样模式不包括(33)。

使用200DPI的扫描分辨率扫描一幅3×6英寸的彩色图像，可以得到一幅(34)像素的图像。

32位真彩色图像中，每个像素点的颜色数据占用了(35)位。

以下电视制式中，(36)帧速率相等，为(37)帧/秒。
①PAL②SECAM③NTSC

以下电视制式中，(36)帧速率相等，为(37)帧/秒。
①PAL②SECAM③NTSC

JPEG图像编码标准不支持(38)格式，在编码标准中没有使用到(39)编码技术。在有损编码模式中导致数据损失的步骤是(40)。
①真彩色图像 ②伪彩色图像 ③灰度图像 ④黑白二值图像

JPEG图像编码标准不支持(38)格式，在编码标准中没有使用到(39)编码技术。在有损编码模式中导致数据损失的步骤是(40)。
①真彩色图像 ②伪彩色图像 ③灰度图像 ④黑白二值图像

JPEG图像编码标准不支持(38)格式，在编码标准中没有使用到(39)编码技术。在有损编码模式中导致数据损失的步骤是(40)。
①真彩色图像 ②伪彩色图像 ③灰度图像 ④黑白二值图像

以下编码方法中，(41)编码不属于熵编码。

以下图像文件格式中支持动态图像的是(42)。

H.261标准中定义的CIF视频格式的分辨率为(43)，每秒帧数为(44)。

H.261标准中定义的CIF视频格式的分辨率为(43)，每秒帧数为(44)。

MPEG-1视频编码标准中定义了(45)种不同类型的视频帧，其中(46)数据量最大，(47)的数据量最小，能够直接作为索引和访问点的是(48)。

MPEG-1视频编码标准中定义了(45)种不同类型的视频帧，其中(46)数据量最大，(47)的数据量最小，能够直接作为索引和访问点的是(48)。

MPEG-1视频编码标准中定义了(45)种不同类型的视频帧，其中(46)数据量最大，(47)的数据量最小，能够直接作为索引和访问点的是(48)。

MPEG-1视频编码标准中定义了(45)种不同类型的视频帧，其中(46)数据量最大，(47)的数据量最小，能够直接作为索引和访问点的是(48)。

模拟视频信号中彩色重现质量最优的是(49)，最差的是(50)。

模拟视频信号中彩色重现质量最优的是(49)，最差的是(50)。

以下文件格式中属于视频文件的是(51)。

MP3数字声音压缩编码定义在(52)标准中，其中的《3》是指(53)，其压缩编码技术的核心是(54)技术。

MP3数字声音压缩编码定义在(52)标准中，其中的《3》是指(53)，其压缩编码技术的核心是(54)技术。

MP3数字声音压缩编码定义在(52)标准中，其中的《3》是指(53)，其压缩编码技术的核心是(54)技术。

以下视频格式中，分辨率最高的是(55)格式。

ISO制定的多媒体相关标准中不包含音视频压缩编码的是(56)。在DVD光盘中使用(57)标准中定义的音视频压缩编码。

ISO制定的多媒体相关标准中不包含音视频压缩编码的是(56)。在DVD光盘中使用(57)标准中定义的音视频压缩编码。

以下光盘产品中，采用了蓝色激光技术的是(58)，其单层格式存储容量达到了(59)GB。

以下光盘产品中，采用了蓝色激光技术的是(58)，其单层格式存储容量达到了(59)GB。

下列软件产品中属于视频编辑工具的软件是(60)。

RTCP网络协议的作用是(61)。

设栈S和队列Q的初始状态为空，元素abcdefg依次进入栈S。要求每个元素出栈后立即进入队列Q，若7个元素出队列的顺序为bdfecag，则栈S的容量最小应该是(62)。

在解决计算机与打印机之间速度不匹配的问题时，通常设置一个打印数据缓冲区，计算机将要输出的数据依次写入该缓冲区，而打印机则依次从该缓冲区取出数据。因此，该缓冲区的数据结构应该是(63)。

己知字符串s=´(X+Y)*Z´，其中，单引号不是字符串的内容，经过以下运算后，t3的值是(64)。
t1=SubString(s，3，1)
t2=Concat(´XY´，t1)
t3=Replace(s，SubString(s，1，5)，t2)
注：SubString(s，k，n)表示从串s的第k个字符开始取出长度为n的子串，Concat(s，t)表示将串t连接在s之后，Replace(s，t，r)表示用r替换串s中的子串t。

在一个线性表上可以进行二分查找(折半查找)的充分必要条件是(65)。

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。(66)故障影响了两者互通。 

以下关于VLAN的叙述中，属于其优点的是(67)。

以下关于URL的叙述中，不正确的是(68)。

DHCP协议的功能是(69)；FTP使用的传输层协议为(70)。

DHCP协议的功能是(69)；FTP使用的传输层协议为(70)。

Why Have Formal Documents?
First, 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.

Why Have Formal Documents?
First, 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.

Why Have Formal Documents?
First, 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.

Why Have Formal Documents?
First, 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.

Why Have Formal Documents?
First, 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.