§3.3 Smartcost文稿

0
X轴
Zero Z Axis
Y轴
这种属于建圆心.相对应你 如只选择了X轴,那么只会对 X轴进行清零.Y轴也一样
X轴 0
• 在建座标中如何让X,Y清零及让X,Y为圆心
Y轴
X Y Plane
在偏移轴时一定 要在X,Y平面
0
X轴
Align X axis Align Y axis
Y轴 这里的X,Y是指偏移到X,Y轴上 面(如点,圆….),但是没有清零作 用, 如我们把尾孔偏移到Y轴 上 X轴 0
Y轴
Y
第二像限
X:为负 Y:为正
轴 向 上 为 正
第一像限
X轴向右为正
X:为正 Y:为正
X轴
X轴向左为负
0
第三像限
X:为负
X:为正 第四像限 Y:为负
Y
Y:为负
轴 向 下 为 负
像限的正负区分
Y轴
X:-.290
Y:.285
X:.280
Y:.233
.280
.290 .233 .285
0
X轴
这种为平行,只要看构点 座标的X,Y线于原座标的 X,Y平行就属于那个轴
Y轴
X Basic
Y Basic 0 X轴 Basic Value
指X,Y的偏移量
指要把X,Y要偏移原座标 系的距离 Y轴
X轴 0 -.1040
例把Y轴偏移-.1040
两条解释相等
可以把X轴做为 要旋转的起点, 向第一像限旋 转为正,向第四 像限旋转为负
• Smart Scope旋转原理为顺时针为负，逆时针为正
Y轴
.1021
0
角度40度 0 X轴
可以想像要检测的直边上有 一条基准线,要旋转40度让 检测的直边于基准线平行

Rapid Guide to Designing SMART IndicatorsIndiKit is all about indicators that enable us to measure the change our work has achieved. While IndiKit contains hundreds of indicators across different sectors, your project might require you to come up with other indicators. This mini-guide was written to help you in doing so.In your logframes and M&E systems, you will usually need three main types of indicators:output indicators ▪demonstrate the immediate benefits of your activities,such as increased knowledge, new skills or deliveryof certain services and products% of trained farmers who passed theprovided testoutcome indicators ▪show the short- and medium-term effects of theproject’s outputs, such as adoption of a newbehaviour or improved access to food% of targeted farmers cultivatingvitamin A rich orange fleshed sweetpotatoesimpact indicators ▪show the long-term effects the project achieved orcontributed to, such as reduced prevalence of certainhealth problems% of children aged 24–71 monthsexperiencing night blindness(symptom of vitamin A deficiency)Each indicator should tell how a person can recognize that the intended change happened (i.e. output / outcome / impact was achieved). For example, if an outcome is “Improved access to safe water”, the indicator can be “% of target households living less than 30 minutes walk from the nearest source of drinking water”. While outputs and outcomes can include directions for progress(such as “improved …” or “reduced …”), these should not be included in any indicators. Some donors also require indicators to be phrased in a neutral manner, without including specific targets. The indicators’ baseline and target values are then provided separately (for example: “baseline: 32%, endline: 60%”). When deciding on the target values, consult your M&E Officer or technical advisor on what can realistically be achieved with the resources and strategy you have. Indicators can measure qualitative changes even when they are reported in quantitative terms. For example, the indicator “% of teachers using at least 4 out of 7 promoted teaching methods” measures the teaching quality. Similarly, the indicator “% of women of reproductive age reporting to be satisfied with the quality of services provided by the supported health facilities“ is reported in percentages even though it provides qualitative data. These qualitative insights are an essential part of our M&E and should be included in every project design. When it is difficult to measure the change directly, we often use proxy indicators that measure the change indirectly, through another phenomenon. For example, instead of measuring household income (which is a sensitive and hard to measure topic), we measure the monetary value of household consumption. If you use an indicator consisting of several sub-indicators (i.e. a composite indicator), ensure that they are all measurable. When you develop new indicators, always check whether they are SMART:S pecific ▪From the way the indicator is phrased, is it clear what exactly will be achieved?▪Avoid using words with an unclear meaning, such as “improved”, “effective” or “capacity”(for example, “% of households who improved their agricultural production”)M easurable ▪Are you sure that it is possible to collect data for such an indicator? (for example, “volume of soil lost due to erosion” is close to impossible to measure)▪If the data is prone to seasonal changes, can you collect it at the same time of year?▪Do you have the expertise, time and staff to collect the required data? (for example, measuring the prevalence of undernutrition requires specific expertise + up to 3 weeks of time)A chievable ▪Is it realistic to expect the indicator’s targets to be achieved with the time, HR resources and funding you have? (for example, reduce chronic undernutrition within a two-year project)▪Overly ambitious targets can make even a great project look like a failure if they are not met.T ime-bound ▪Is it clearly specified by when the indicator will be achieved? (e.g. by the end of 2021; this information is often provided for a list of several indicators – not for each individually)> Do you have a suggestion for improving this Rapid Guide’s content? Send it to us please!> Would you like this Rapid Guide to be available in a different language? Get in touch with us!。

COS 的安全架构（SECURITY①ARCHITECTURE） ..................................................20 安全架构组成的定义（根据 ISO7816/4） .....................................................20 SmartCOS 的安全架构 .................................................................ቤተ መጻሕፍቲ ባይዱ...............21
第四篇
应用卡的规划 ................................................................................................................24
第一章 第二章
用卡要求 ................................................................................................................24 根据《人行规范》所做的设计 ................................................................................24
SmartCOS® V3.1 Application Guide
CPU 卡应用指南
July 31, 1999 M&W®
ShenZhen Mingwah Aohan Science & Technology CO．，LTD．
深圳市明华澳汉科技有限公司

—跟着发生什么？ —找出策略结束
你怎知你已完成？
—反方向重问，直至回到最初开始时 — 先前发生什么？再之前呢？
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R.O.L.E模式
标竿技术 模拟成功人事及企业
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NLP技术
人生八大策略
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NLP技术——学习策略（一）
(1) 回想一次你曾经非常容易学习到的经验∕
•
你如何知道你已保留∕没有保留这件事物的
记忆？
• Exit:
如果你已经保留你这件事物的记忆
• 结果： 长期记忆
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• (III) 回想 Recalling
• Test1: 你如何知道你已正确地回想到一件需要回想的 事物？
• Operation: 你做什么来回想一件事物？
• Test2: 你是否已经正确地回想到一件需要回想的事物
7 你需要哪些资源和能力？
8
你计划怎样去做？
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迪士尼策略
（Disney Strategy）
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T.O.T.E. Model
有效资源
——
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T.O.T.E. Model
Exit
• 跳出
Test
• 测试 • 我能聞花香嗎？…能。
Operate
• 运作 • e.g.再移近一點。
+Submodalities Orientation
R.O.L.E Effect 效果 产生 Generate
模式 测验评估Evaluate or Test
改变执行 Change or Operate