This document provides an overview of key concepts from Chapter 12 on entity-relationship models. It defines entity types as tables, entity occurrences as rows, and relationship types as associations between entity types described by verbs. The document discusses one-to-one, one-to-many, and many-to-many relationship types and how they are represented in tables. It provides examples from the DreamHome database to illustrate different relationship types between entities. The document emphasizes that a third table is needed to represent many-to-many relationships between two entities.

1. Chapter 12 STUDY AID
Page 1 of 3
Chapter 12 up through Section 12.6.3 can be a bit academic; the
below summary can be used to help
clarify some of the terms and key points that will be needed in
assignments. The chapter is focused on
Entity-Relationship models – in general it tends to add a layer
of abstraction to represent more generic
or complex situations then will be assigned in this course.
The chapter uses the term entity type – we can think of that as
an entity – which in turn will be a table in
our databases.
The chapter uses the term entity occurrence to be “a uniquely
identifiable object of an entity type” – we
can think of that as a row (or record) in a table.
The chapter uses the term relationship type to be a “set of
meaningful associations among entity types”

2. – think of this as describing how the data in one table can be
associated with the data in a second table,
starting with a verb – for instance, the textbook refers to a
relationship type called “POwns” which
explains that each Business Owner can own 0, 1, or many
properties, while each property can be owned
by 0 or 1 Business Owner. Notice that the textbook uses a verb
to describe the association and then
proceeds to give examples of how that verb can be applied to
the rows in each entity (table).
Don’t worry complex relationships – this course focus on
relationships between two entities – or
recursive relationships. Again, it is good to know about
composite, and multivalued attributes – but they
will not be used in the assignments. The same can be said for
strong and weak entity types.
A critical concept in this chapter is what they refer to as
“multiplicity” – the chapter uses the term to be
“the number (or range) of possible occurrences of an entity type
that may relate to a single occurrence
of an associated entity type through a particulate relationship”.
The textbook than explains that there

3. can be one-to-one, one-to-many, and many-to-many types of
relationships. The text goes on to discuss
how specific rows in one table may be associated with rows in a
second table. For instance, one member
of staff may oversee zero properties, one property, or many
properties. While is can be interesting and
worthwhile to look at specific rows and see which staff has how
many properties, we must design the
database (tables) to provide the maximum flexibility. So, since
one member of staff may oversee many
properties we must design for that. We also need to look
backwards; that is, we look at the relationship
between 2 entities from each side – for this course we will only
be concerned with 2 entities in a
relationship (the textbook refers to this as binary – because
there are 2 entities involved). If we look at
the staff and property relationship from the property side, the
textbook tells us that each property can
be managed by zero, or one member of staff. We are now ready
to take the final step.
But first, let’s provide more readable definitions for one-to-one,
one-to-many, and many-to-many.
One-to-One Relationship – a relationship between two entities

4. (tables) in which each occurrence (row)
in the first entity is related one occurrence (row) in the second;
and each occurrence (row) of the
second entity is related to one occurrence (row) of the first
entity.
One-to-Many Relationship – a relationship between two entities
(tables) in which each occurrence
(row) in the first entity is related to zero, one, or many
occurrences (rows) in the second; and each
Chapter 12 STUDY AID
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occurrence (row) of the second entity is related to at zero or one
occurrence (row) of the first entity.
Sometimes this is referred to as a parent/child relationship.
Another way of saying this is, one row of the
first table can be related to many rows in the second table; and
each row in the second table is related
to at most one row in the first table
Many-to-Many Relationship – a relationship between two

5. entities (tables) in which each occurrence
(row) in each entity (table) can be related to zero, one, or many
occurrences (rows) of the other entity
(table). Another way of thinking about this is, each row in the
first table can be related to zero, one, or
many rows in the second table, and each row in the second table
can be related to zero, one, or many
rows in the first table.
For this course – we will be using one-to-many and many-to-
many relationship.
Let’s look at some examples based on the DreamHome database
(Connolly, pg. 112):
Chapter 12 STUDY AID
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The Branch and Staff entities (tables) have a one-to-many
relationship. Each Staff member can be
assigned to zero or one Branch, and each Branch can have zero,

6. one, or many assigned staff members.
The Private Owner and the Property for Rent entities (tables)
have a one-to-many relationship. Each
property can be owned by zero, or one owner, and each owner
can own zero, one, or many properties.
The Property table has several fields – focus on the ownerNo
field for this relationship.
You may notice that in a one-to-many relationship – a value in
the primary key field in the first table will
have the same value as that field in the associated rows in the
many table.
The Client and Viewing entities (tables) have a many-to-many
relationship. One client may view several
properties, and each property can be viewed by several clients.
Look at the tables in above figure, the
fields in those tables do not suggest that there is a many-to-
many relationship between them! We need
to look at the Viewing table to “see” the many-to-many
relationship. The Viewing table has a composite
key – made up of the ClientNo and PropertyNo fields. That is
not an accident – that composite key
supports the many-to-many relationship between the Client and

7. Property for Rent entities. If you look at
the above spreadsheet we can see that the Viewing table’s
composite key fields can be used to link us
back to each of those tables – and that the client number and
property number fields by themselves
have duplicate entries in the Viewing table.
That will always be the case for a many-to-many relationship –
we will always need a third table to
support this type of relationship between to other tables
(entities).
Bibliography
Connolly, T. M., & Begg, C. E. (2015). Database Systems A
Practice Approach to Design, Implementation,
and Management. (6th). Boston: Pearson.
Project Management
German Levitan

8. University of Phoenix
Fundamentals of the team structure
While developing the team to work on specific project the six
fundamentals to take into consideration are:
Team composition
Team mindset
Team size, team interaction
Team identity (Katzenbach, & Smith, 2018)
Team governance
Team size is very crucial however the law of diminishing return
asserts that just because the size of the team happen to be
doubled, it does not mean that the production will be improved.
A large team increases communication problems and it is hard
to coordinate the participant based on specific task. Social
loafing is bound to happen as other team leave work on others
because there is unbalance in task a location. Team composition
has to do with selecting the members of the team with the right
skills based on the project task (Katzenbach, & Smith, 2018).
Team governance on the other hand involves how the team is
being managed and this includes manager-led teams where there
is minimal control on the team, self-managed team have
objective to work but they can do so if they are willing, self-
governance team and the self-directed teams. Team identity is
whereby each member of the team want to feel as though they
are part of the team. Team interaction looks at the
communication between team members via emails or the phone
calls and team mindset revolves around being on the same page
based on understanding of the goal and mindset.

9. 2
Fundamentals of the team structure
The team should maintain control of the team project
management
Effective team should look at themselves as a cohesive unit to
function well (Team, 2019)
Planning, implementation and organizing of the project plan
should be efficient.
Team interaction is important and should be geographically
dependent and technologically included such as video
conferences to save time.
A like mind set of the team is crucial in terms of roles, goals
and the team norms
Team governance is important. Sometimes managers take
control of the team and members lack autonomy and are only
told what to do. While face to face communication is admired
by many people video conferences is convenient when it comes
to saving time and money to travel to the conferences
(Katzenbach, & Smith, 2018). Additionally, the team members
who happen to have similar mindsets involving being on the
same line in terms of riles, norms and same level of understand,
makes the project to run smoothly. Sometimes conflict of
interest can delay the completion of the project on time.
3
Stages of team model
The development of the team throughout the project lifecycle is
imperative to the attaining the goal of the project
The team should not remain the team of individual who are only
assigned the task, but should group as people who can complete

10. tasks in specific group
The project has reached at the stage two of the project life cycle
which happens to be storming
The group has already passed through forming portion and
specific objectives and goals has already been set
Introduction of the team has been done and project leaders
chosen
During forming stage, members of the team are not only
nervous and excited at the same time, but are eager to find out
about their roles in the specific project. The team members have
anxieties based on not fitting into the team or reaching the
expected performance (Team, 2019). Members at this stage
asks a lot of question and objectives and goal issues are vividly
discussed at this stage. The crucial part of this stage is founding
the structure and direction of the group for the project at hand.
4
Stages of team model
Storming is the stage model that will be applied in this project
Storming entails pushing against the boundaries and it has to do
with discovering the conflict concerning direction of the
project underhand (Team, 2019)
After completing the forming stage, the team is entering in the
storming stage. The stage in normal cases if not handled well
can be hectic and derails everything behind. However with the
help of smooth and active communication the stage can be
efficiently handled. The storming stage is considered difficulty

11. because people have issue with working in the unfamiliar ways
and engaging in diverse working styles. Storming is also a
result of power play in the team or a questioning of group
leadership and authority.
5
Project life cycle
Project initiation
Project planning
Project launch
Project execution
Project closing
Each and every project goes through maximum of five stages.
During the initiation stage, the project managers figures out
what is what. During the planning stage, the team plan and
organize the project in order to become ready for the launching
goal. Project launch is the actual period when the project actual
starts and the team members should work together to execute
the project. Project execution is a stage where the team makes
the project happen and everyone has to conduct their role to
reach this stage. Then project closing stage has to do with
completion of the project and delivering it to the stakeholders
6
Project life cycle
The stages in lifecycle of the project guides the project through
the entire processor cycle.
The project in its early stages engages in initiation and planning

12. The needs of stakeholder will vary and definitely result to
conflict of interest at some point
Team leader or project leaders should anticipate and respond to
their needs amicably
Project initiation and planning starts immediately the project
work begins on the project and entails a lot of organizing and
activities around preparing of the product launch. The stages
important in detecting whether the project will requires certain
resources. Deliverables issues is also addressed during this
stage. The project launch occur immediately the project team
begin executing the deliverables. During the early stage of the
product launch, the team members solely relies on their leaders
for guidance and with time they become knowledgeable and
skilled and then execute their responsibilities without much
effort.
7
Team leadership needed at each stage
Situational leadership
Directive leadership
Selling leadership
Participative leadership
Delegative leadership
Directive leadership has to do with direct communication
between the team and the leader. It is an orientation stage
primarily focusing on the team roles (Team, 2019). Selling
leadership on the other hand looks at ways of making the team
members understand their roles in the project and aware of all

13. factors concerning the project. Participative leadership permits
the members who show interest in having numerous
responsibility within the project to take part in the decision
making process. And Delegative leadership looks at how leaders
can hand off tasks to the members who have displayed ability in
the task.
8
Stages of leadership
Project leadership is required throughout the whole project
lifecycle
Project leadership motivate and influence the rest of the tram
members
Leadership also gives direction of the project
Leadership may unite the entire team or separate them
During the storming stage, leadership is primarily required to
help the team members determine the scope of project and what
is to be delivered and people who are going to be involved
(Team, 2019). Directing style from the project leader,
minimizes the chances of disorder and as such the members
stick to their role to attain the projected goal. The storming
stage still needs solid leadership but should be slightly less
directive and more of coaching the team members
9
Internal project leader roles
He or she must be a Team leader (Katzenbach, & Smith, 2018)
He or she must be a Coordinator

14. He or she must be Planner and resource allocator
He/she must be a problem solver
Any project manager should take over the role to the resource
allocator and the planner because they are expected to lead the
planning process during the project. The project leader should
be able to fix some problems arising as the project continues
(Team, 2019). The project leader must make sure that resources
and the stakeholders reconcile to attain the project goal, thuds
handling the role as a coordinator. Project manager should be in
a position to solve problems in a costly and efficient manner.
He/she must lead because people expect guidance from them to
wind up the task.
10
External project leader roles
The project leader should act as a controller (Katzenbach, &
Smith, 2018)
Project leader should monitor and liaison
Should act as a negotiator and a champion
Project manager should act as a figurehead and spokesperson.
The project manager or leader act as a face of the project to all
external viewers or sources. They must therefore represent the
project in a proper way because the public opinion or perception
of the project will be based on the perception of the leader
(Katzenbach, & Smith, 2018). Additionally, the leader should
cultivate the role of liaison to conduct the business with all the

15. project stakeholders and also to keep a smooth relationship. By
acting as a champion the leader should always express the
benefit of the project and the needs it will help to fill. By acting
as a controller, the project leader should make sure that the
project stays within the budget and on time.
11
References
Katzenbach, J. R., & Smith, D. K. (2018). The wisdom of
teams: Creating the high-performance organization. Boston,
Mass: Harvard Business School Press.
Team, M. T. E. (2019). Forming, Storming, Norming, and
Performing: understanding the Stages of Team Formation. Mind
Tools Ltd, 2016.