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Double Diamond is the name of a design process model popularized by the British Design Council in 2005. [1] The process was adapted from the divergence-convergence model proposed in 1996 by Hungarian-American linguist Béla H. Bánáthy. [2] [3] The two diamonds represent a process of exploring an issue more widely or deeply (divergent thinking ...
An entity–relationship model (or ER model) describes interrelated things of interest in a specific domain of knowledge. A basic ER model is composed of entity types (which classify the things of interest) and specifies relationships that can exist between entities (instances of those entity types).
In entity relationship diagrams (ER diagrams), a weak entity set is indicated by a bold (or double-lined) rectangle (the entity) connected by a bold (or double-lined) type arrow to a bold (or double-lined) diamond (the relationship).
The "diamond problem" (sometimes referred to as the "Deadly Diamond of Death" [6]) is an ambiguity that arises when two classes B and C inherit from A, and class D inherits from both B and C. If there is a method in A that B and C have overridden , and D does not override it, then which version of the method does D inherit: that of B, or that of C?
This page was last edited on 23 May 2012, at 03:06 (UTC).; Text is available under the Creative Commons Attribution-ShareAlike 4.0 License; additional terms may apply ...
Barker's notation refers to the ERD notation developed by Richard Barker, Ian Palmer, Harry Ellis et al. whilst working at the British consulting firm CACI around 1981. The notation was adopted by Barker when he joined Oracle and is effectively defined in his book Entity Relationship Modelling as part of the CASE Method series of books.
Different diamond shapes will affect the perceived size of the diamond. Diamonds with an elongated shape, like the Oval and Marquise, often appear larger than Round cut diamonds of the same carat ...
The diamond model is a tool for analyzing the organization's task environment. The diamond model highlights that strategic choices should not only be a function of industry structure and a firm's resources, it should also be a function of the constraints of the institutional framework.