DEPARTMENT OF INFORMATICS

INFORMATICS 271
SEMESTER TEST 1 DATE: 31 August 2020

Examiners : Dr MJ Hattingh 120

Time :
: Dr K Pillay min

Moderator / External Examiner : Dr L Weilbach Marks : 50

Student Number Surname Initials

Module outcomes (as

Question / in Study Guide) Maximum
Marks allocated
Section MO1 MO2 MO3 MO4 MO5 mark

1 5
2 6
3 6
4 10
5 12
6 11

Total 50

Instructions for Moderator

1. This paper consists of 1 case study with 6 sections. The other two case studies are
similar in nature and functionality.
2. Each section will have a number of question options that are set at the same mark and
complexity level.
3. Students will be divided into 3 Groups, each group will have 88 students.
4. Each group will have a case study assigned to them.
5. Each student will then get 1 question per section based on the assigned case study.
 6. The test will be completed on ClickUP.
7. The theory questions will be of type essay and the modelling questions will be of type file
response.
8. Students can use any software or draw the models by hand.
9. Students are allowed to move back on their questions.
10. The following statement will be provided at the start of the test:

"The University of Pretoria commits itself to produce academic work of integrity. I affirm that I am aware of
and have read the Rules and Policies of the University, more specifically the Disciplinary Procedure and the
Tests and Examinations Rules, which prohibit any unethical, dishonest or improper conduct during tests,
assignments, examinations and/or any other forms of assessment. I am aware that no student or any other
person may assist or attempt to assist another student, or obtain help, or attempt to obtain help from another
student or any other person during tests, assessments, assignments, examinations and/or any other forms of
assessment."

Process for students to report issues during tests

The following process will be communicated to students:
You have 2 hours to complete your test. You can exit and enter the test during this time. That
means that if you experience a power cut, you can join the test within that time. If you
experience problems:
a. Post a message on the Google Chat for INF2712020 or email
marie.hattingh@up.ac.za AND lecturer: komla.pillay@up.ac.za (email both lecturers, in
case one misses your message)
b. Follow further instructions from your lecturer.
The current scenario: Virtual Hire is an online HR company which prides themselves at only
posting high quality job listings online. Virtual Hire allows organisations to post job listings
online which can be viewed by potential applicants. They currently receive job listings from
Companies via email and post the details on a static website. Potential applicants can view
the job listings online and then email their CVs to the company representatives. However,
although this worked when Virtual Hire only posted a few companies’ job listings, they are
now missing out on important revenue as some companies do not declare their successful
applicants and Virtual Hire then miss out on “success fees”. Also, the current process is
tedious as the Virtual Hires staff takes a lot of time to post job listings as they have to
capture everything themselves.

The system Virtual Hire would like to have: Virtual Hire would like a system that will allow a
company to post their job listing online. The company representative must apply to register
their company at Virtual Hire by completing the online application form, indicating their
company details (registered name of company, industry they operate in, representative
name, surname and contact details etc). A Virtual Hire manager will at the start of every day
check for new company applications by viewing all the company applications with an
“applied” status. He will then peruse every application and accept/reject it. The system will
then update the company’s application status to “accepted” or “rejected”. The company’s
representative will then be notified accordingly. If the company’s application was successful,
the company’s representative will login to the system (with details obtained through the
registration process) and proceed to add job listings by specifying the type of job, the annual
salary, the work hours, the type of contract (full time or contract), job location etc. The job
listing will then have an “available” status. The company’s representative can maintain job
listings at any time.

Potential job seekers need to register a profile on the system before they will be allowed to
browse through the available job listings. This profile can be updated at any given time.
During the registration process potential job seekers will input name, surname, contact
number, email address and upload their CV. They will be able to search available jobs by
filtering according to the type of job, the type of contract and the location of the job
offerings. At any given time, job applicants can draw a report detailing all the jobs available
in their preferred location(s). They have options to save jobs (to view later), add an alert for
similar jobs (for future postings) or they can apply for the job. Once they apply for a job, the
Virtual Hire manager will receive an alert which will prompt him to do a credit and criminal
check on the applicant through a third party system. Once he receives feedback on the
credit and criminal check, the Virtual Hire manager will approve/reject the job application
by updating the status of the application status to “approved’ or “rejected”. A message will
then be sent to the company that posted the job listing, alerting them of the new
application.

The company that posted the job listing will be able to view all the applicants who applied
for their specific job listings. They will then desk accept/reject applications whereupon an
applicant will be notified. If an applicant passed the desk review stage, the company will use
the system to invite the applicant for an interview. After the interview, the company will log
into the system to indicate whether the applicant is invited to the next round of interviews;
was unsuccessful; or was successful by updating the job application status to “next round”
or “unsuccessful” or “successful. The job applicant is informed accordingly. When the job
application status is changed to “successful”, the applicant can use the system to
accept/reject the job offer and the company representative will be informed accordingly
and the job listing status will be updated. If an applicant was successful, Virtual Hire will
charge the company with a “success fee” for successfully hiring an applicant through the
Virtual Hire system by generating an invoice and sending it to the relevant company. This is
calculated by identifying the job listings with an “accepted” status and checking to see if the
specific job listing has been invoiced. If not, the system will multiply the latest service fee
percentage with the job listing’s annual salary. The system will then update the job listing
status to indicate that the job listing has been “invoiced”. Companies will then be able to
login to the system to pay a success fee using a third party system whereupon the Virtual
Hire Manager is informed. As soon as confirmation of payment has been received, the
system will update the job listing “paid” status. The system will save the date at which each
job listing status change. At the end of each month the Virtual Hire Manager receives a
Monthly status report detailing the number of Company Profile Registrations, Job Applicant
Registrations and Successful Hire transactions.

Section 1. Problem Definition (5 possible questions, 5 marks per question)

1. Write a problem statement for the Virtual Hire Case. (5)

The problem The manual nature of the Virtual Hire System ✔

Affects The Manager, Potential Job applicants and Coy Representative✔
The impact of which is ● The manager: the process is tedious and there they don’t have an
accurate way to keep track of the successful hires ½
● Potential Job applicants: xxxx½
● Coy Representatives: xxxx½
A successful solution ● Automate the coy registration process½
would ● Automate the potential job applicants process½
● Keep track of successful applications½

2. Consider the Zachman Framework and analyse the case study on the Contextual level. If the
“Who” communication level is Company Representative, indicate the other five
communication levels. Specify at least two aspects per communication level. (5)

(10 x ½ =5) (2 aspects each “What”, “Where”, “How”, “When”, “Why” )

Who What Where How When Why

(People) (Data) (network) (function) (time) (motivation)

(Contextual)
Scope Company Job listing Online send job Anytim For Virtual Hire
Planner Representatives Company listings e to market the
details job listings
 3. Consider the Zachman Framework and analyse the case study on the Contextual level. If the
“Who” communication level is Virtual Hire Manager, indicate the other five communication
levels. Specify at least two aspects per communication level. (5)

(10 x ½ =5)

(2 aspects each “What”, “Where”, “How”, “When”, “Why” )

Who What Where How When Why

(People) (Data) (network) (function) (time) (motivation)

(Contextual)
Scope
Planner Virtual Hire Job listing Email receive job Anytim post the details
employees/manager listings e on a static
website for
potential
applicants to
view
For companies to
provide available
jobs and for
potential
applicants to find
jobs to apply to

4. Consider the Zachman Framework and analyse the case study on the Contextual level. If the
“Who” communication level is a Potential Applicant, indicate the other five communication
levels. Specify at least two aspects per communication level. (5)

(10 x ½ =5)

(2 aspects each “What”, “Where”, “How”, “When”, “Why” )

Who What Where How When Why

(People) (Data) (network) (function) (time) (motivation)
(Contextual) Potential applicants Job listing Online Viewing Anytim For potential
) CVs (static Job listings e applicants to
Scope website) Emailing apply for the
Planner CVs jobs listed online

5. From the Virtual Hire Case Study, identify and explain 2 (two) problems and 3 (three)
opportunities from the “current scenario”. (5)
 (1 mark each for any 2 problems and 3 opportunities)

Problems Opportunities
The current website is static, that means Virtual Hire can have a more modern and
updating the content on the website might be a dynamic website since they currently have a
bit hard. static website.
Whenever companies want their job lists to be Virtual Hire can have job listing newsfeed on
posted they need to email Virtual Hire. That their website that will systematically store and
means if there are a lot of emails from different display jobs according to the latest job posted.
companies that would take long for them to be
posted.
Virtual Hire is missing out on important Companies and potential job seekers can have
revenue (success fees) as some companies do their own profiles which can be updated at any
not declare the successful applicants. point in time (profile management
functionality).
Virtual Hire cannot keep track of the number of Virtual Hire can have a new function that will
people who viewed and applied for the job. assist them in effectively managing the
applications of the potential applicants
(application management functionality).
The company that posts the job listings also Companies can keep track and access the
receives applications via emails sent to the application received according to specific job
company representative. So, they have to listings.
manage the applications.
Improved communication through notification
notifications between the company, applicants
and Virtual Hire
Virtual Hire can have a system that performs
reporting functionality that can generate
reports at any time.

Section 2. Requirements (5 possible questions, 6 marks per question)

1. As a member of the Business Analysis Team that was tasked to design the Virtual Hire
System:
a. Identify two stakeholders that you will approach to identify requirements for the
system. (2)
Company Representative
Potential Applicants
Virtual Hire HR Team
Virtual Hire Finance Team (1 mark each for any 2)

b. Select one of your identified stakeholders. Motivate which requirements elicitation

method you will use with this particular stakeholder. (2)
(1 mark per motivation point)

Stakeholder Data collection method

Company Representative Interview - to give the business/system analyst a deeper
insight into stakeholders’ concerns and using these insights it
will help business/system analysts design a system that is
well-suited to stakeholder needs.
 Surveys & Questionnaires – collect information about work
practices and processes followed.
JAD - to scope, discover, define, prioritize and reach closure
on requirements for the target system.

Potential Applicants Interview - to give the business/system analyst a deeper

insight into stakeholders’ concerns and using these insights it
will help business/system analysts design a system that is
well-suited to stakeholder needs.
Observation - to document details about current processes
in order to understand it and make improvements in an
effective manner.
JAD - to scope, discover, define, prioritize and reach closure
on requirements for the target system.

Virtual Hire HR Interview - to give the business/system analyst a deeper

Manager/Team insight into stakeholders’ concerns and using these insights it
will help business/system analysts design a system that is
well-suited to stakeholder needs.
Observation - to document details about current processes in
order to understand it and make improvements in an
effective manner.
JAD - to scope, discover, define, prioritize and reach closure
on requirements for the target system.

Virtual Hire Finance Document Analysis - studying available financial

Manager/Team documentation to see how they document their fees received
from their clients (companies)
Interview - to give the business/system analyst a deeper
insight into stakeholders’ concerns and using these insights it
will help business/system analysts design a system that is
well-suited to stakeholder needs

c. Mention what you want to learn from this stakeholder. (2)

(1 mark per point)
Company Representative
o How do they manage all the CVs they receive via email?
o How do they execute the recruitment process after they receive the CVs?
o How do they notify or communicate with the applicants and at what stage of
the application do they communicate with them?
Potential Applicants
o How do they know when new job listings have been posted?
o How many times do they check the website?
o If it’s not their first time using Virtual Hire services, we’d also want to know
if they receive feedback from the company they applied to?
Virtual Hire HR Team
o How long does it take them to post the job listings?
o How they sort or categorize the job listings (according to the industry or the
job listing received first)?
o How do they store the company’s details?
 o How do they maintain the communication between the company
representatives and themselves?
o How do they keep track of the people that access the current Virtual Hire
website?
Virtual Hire Finance Manager:
o Want to learn how the fees received are captured.
o The process followed to invoice the companies that paid.
2.
a. Explain why interviews are a good method to collect data on the requirements of the
system. (2)
(any 2 of the following)
o Interviews give the business/system analyst a deeper insight into
stakeholders’ concerns and using these insights it will help business/system
analysts design a system that is well-suited to stakeholder needs.
o Body language and facial expressions are more clearly identified and
understood. This allows the business/system analyst to develop empathy for
the stakeholder.
o Most important and most used fact-finding technique, the systems analysts
collects information from individuals face to face.

b. Construct two interview questions and state what you would like to learn from the
Virtual Hire Manager by asking each of these questions. (4)

(1 mark for each question and 1 mark for each motivation)

Interview Questions What you would like to learn

How long does it take to post the job Want to learn how much time it takes
listings received? to update the website since the job
listings are posted on a static website.
How do you sort or categorize the job Want to find out what system they use
listings? to post the job listings on the website.
How long do you keep the job listing on I want to learn about their time
the website? management , monitoring and control.
What system do you use to ensure that Want to learn if there are any
only legit companies get their job authorisation procedures in place.
listings posted on the website?
When do they receive the most job Want to find out which time of the year
listings? is the busiest and how they manage
during that time.

3. As a member of the Business Analysis Team that was tasked to design the Virtual Hire System
you have decided to Interview the Job Applicants as potential users of the system.
a. Explain why this is/is not a good method to collect data on the requirements of the
system. (2)
(1 mark per point)
Is a good method:
 o Interviews give the business/system analyst a deeper insight into stakeholders’
concerns and using these insights it will help business/system analysts design a
system that is well-suited to stakeholder needs.
o Body language and facial expressions are more clearly identified and
understood. This allows the business/system analyst to develop empathy for the
stakeholder.
o Most important and most used fact-finding technique, the systems analysts
collects information from individuals face to face.
Is not a good method:
o Limit sample size - The size of the sample is limited to the size of your
interviewing criteria like the number of interviewees in each department.
o Interviews can be time consuming to facilitate and conduct.
o Since interviews are face-to-face, they can be expensive due to the travelling
costs.
o Interviews can deliver biased responses.

b. Construct two questions and state what you would like to learn from the Job
Applicants by asking each of these questions. (4)

(1 mark for each question and 1 mark for each motivation)

Interview Questions what you would like to learn

How do you know when new job Want to know if there is any
listings have been posted? notification or alert on new job listings
after they have been posted.

How many times do you visit the Virtual Want to learn they’re interest on the
Hire website? content that gets posted.

What improvements would they like Want to find out how they feel and
from the website? think of the website to create empathy
and understanding.

Does the Virtual Hire website get Want to find out on whether the
updated with new job listings? applicant thinks the job listings are up
to date and relevant.

Have you applied to any of the Want to find out about feedback and
companies that were listed? Have you any other form of communication used.
received feedback?

Other answers are also accepted. As long as they make sense

4. As a member of the Business Analysis Team that was tasked to design the Virtual Hire System
you have decided to distribute questionnaires to the Job Applicants as potential users of the
system.
 a. Explain why this is/is not a good method to collect data on the requirements of the
system. (2)
(1 mark per point)
Is a good method
o Questionnaires can be inexpensive and less time consuming.
o With questionnaires one can gather a lot of data on different aspects of the
current system.
o Questionnaires allow you to collect information from a large audience.
o Quick to conduct questionnaires.
o Other answers are also accepted. As long as they make sense.

Is not a good method

o Respondents can give dishonest answers.
o Some of the respondents do not answer all the questions.
o Questionnaires can make it hard to convey feelings and emotions.
o Respondents might have differences in understanding and interpretation of
the questions especially because it is not done face to face.

b. Construct two questions and state what you would like to learn from the Job
Applicants by asking each of these questions. (4)

(1 mark for each question and 1 mark for each motivation)

Questionnaire Questions what you would like to learn

Is Virtual Hire helpful? Effectiveness of the website.

Is there a problem area with the Want to identify the improvements

current functionality of the system? that can be made from current
functionality.

Why is it a problem area? To get an idea of how usable the

current functionality is.

Do you think there can be To find ways to better their user

improvements on the current system? experience by them seeing the need
for improvements.

5. As a member of the Business Analysis Team that was tasked to design the Virtual Hire System
you have decided to distribute questionnaires to the Virtual Hire Manager.
a. Explain why this is/is not a good method to collect data on the requirements of the
system. (2)
(1 mark per point)
Is a good method
o Questionnaires can be inexpensive and less time consuming
o With questionnaires one can gather a lot of data on different aspects of the
current system
 o Questionnaires allow you to collect information from a large audience.
o Quick to conduct questionnaires
o Other answers are also accepted. As long as they make sense

Is not a good method

o Respondents can give dishonest answers
o Some of the respondents do not answer all the questions
o Questionnaires can make it hard to convey feelings and emotions
o Respondents might have differences in understanding and interpretation of
the questions especially because it is not done face to face.

b. Construct two questions and state what you would like to learn from the Virtual
Hire Manager by asking each of these questions. (4)

(1 mark for each question and 1 mark for each motivation)

Questionnaire Questions what you would like to learn

Which areas of the current system Want to find out how the user feels
would you like to be improved? about the functionality of the as-is
system. Understanding how they feel
will provide insight on how effective
the system is.

Who are the people involved in the job Knowing the people involved in the
listing process? process will help in knowing who will
actually use the system.

What problems are you faced with Learning the problems will allow the
based on the current system? business analyst team to solve the right
problems.

Can you manage all the job listings sent Learning their ability to manage can
to you via email? help in ensuring that the new solution
has a management feature.

How do you keep track of applications Want to learn the processes and
declared “successful” procedures that are followed to
understand what they go through so
that we can develop a solution that will
support their processes.

Section 3. Project Management (5 possible questions, 6 marks each)

1. Project Management is concerned with balancing three aspects: performance, cost and time
of a project. Explain to the Virtual Hire manager, the importance of considering these three
aspects when planning, designing, developing and implementing the solution the company
would like to have.(6)
 (1 mark per point, max 2 marks per area)
o Cost – all projects have some costs involved. It is important to have a budget drawn
up. The budget should have constraints to prevent unnecessary spending. A
feasibility study could also be done to ensure that the right candidate will cost a
reasonable amount for what the system needs.

o Time – Projects have a deadline date for delivery, it is important to have a schedule
that will ensure that project deliverables are delivered on time. A detailed scope
document can be drafted to provide a perfect foundation for understanding the
project’s time constraint because it can be used to build out a project estimate.

o Performance – project performance can be measured by comparing the benefits of

the project against the project goals and costs, this will allow you to calculate the
ROI. Regularly checking up on the project team members to check if there’s no
slacking. A gantt chart could also assist in checking the performance of the project.

2. Project Management is concerned with the management of a project.

a. Explain how the design and development of the Virtual Hire system is seen as a
project (2)
(1 mark per point)
o Project is temporary in that it has a defined beginning and end in time, and
therefore defined scope and resources.
o A project is unique in that it is not a routine operation, but a specific set of
operations designed to accomplish a singular goal.
o A project team often includes people who don’t usually work together –
sometimes from different organizations and across multiple geographies.

b. Refer to the Virtual Hire system case to explain the difference between a work
breakdown activity and the scheduling activity associated with the Planning phase of
Project Management. (4)
(2 marks to define and 2 marks to relate to case)
Work breakdown activity is when the project manager works with the team to
identify the high-level activities needed to complete the project, and then breaks
these down to smaller components and scheduling activity is input from the WBS
and for each task and adds durations, dependencies, responsible party, and start
and finish dates.

3. Asana is a Project Management Tool. As a member of the Business Analysis Team that was
tasked to design the Virtual Hire System, use the Virtual Hire Case Study to explain why a
Project Management Tool is needed. (6)
(3 marks for explaining why and 3 for relating to case study)
Easy planning – Provides the project manager and the team the ability to easily establish a
hierarchy of tasks for effective and efficient completion. Breaking down the project into
components in order to place the components into a hierarchy of tasks and sub-tasks.
Efficient task management - assign all of the important tasks to employees and monitor
how they are performing. The Project manager can assign tasks to the Business Analysis
team and other stakeholders involved in the project.
Seamless team workflow – the project manager will be able to see the tasks that his team is
working on and which team members are involved in the task.
 Precise Project Tracking – setting due dates will allow the project manager to see which
team member is slacking or it will give the project manager an overview of how the project
is progressing.
Shared Documents, Calendars and Contacts - It brings all the information into one
centralized hub. Virtual Hire can upload documents of work completed onto Asana.

4. If you were assigned as the Project Manager for the Virtual Hire System, how would you

apply your decision-making, planning and leadership skills? (6)

(1 mark per point, 2 points each area)

decision-making:

o Evaluate the costs and benefits, or pros and cons, associated in the new solution
that is being proposed.
o Defining the problems from the current system, challenges and opportunities that
can be derived from the new system.
o Using logical reasoning to understand tasks/ processes performed in the current
system.
o Solving problems from a critical thinking perspective because it's more factual and it
uses sound reasoning.

Planning:

o Identify and organise systems and required resources.

o Organise personal time to carry out project tasks.
o Create schedules and timetables with clear, specific milestones and deadlines.
o Maintain proper preparation time for scheduled meetings/deadlines.
o Create daily to-do lists.

Leadership:

o Motivate and inspire the team.

o Allow team members to work creatively.
o Allowing democracy so that everyone feels free.
o Frequent communication with the team members.
o Always being honest and transparent.
o Leading by example like being on time, meeting deadlines, respecting everyone.

5. There are 3 questions that are asked during the “Planning” phase – a. What are we going to
do?; b. How are we going to do it?; c. How do we know when the project is done? Briefly answer
these 3 questions in relation to the case study. (6)

(1 mark for each point, 2 points per question)

a. What are we going to do?

o Identify problems and opportunities with the current system.
o Identify the stakeholders involved in the current system.
o Identify and gather requirements.
o Create an improved system.
o Identify the objectives of the project.
 b. How are we going to do it?
o Create a rich picture to understand the current system.
o Use elicitation techniques to identify requirements.
o Use SDLC to create a system.
o Create a schedule that will help you execute project goals.
c. How to know when the project is done?
o When the project objectives have been achieved?
o When the project team reaches the last stage of the SDLC?
o When the project sponsors and system users are happy?

Section 4. Use Case Diagram (3 possible questions, 10 marks each)

1. From the given case study, identify and draw the use case diagram of 6 use cases where the
Virtual Hire manager (VHM) uses the system (where VHM is the PBA). ALSO, include any
reports applicable where the VHM will be the ERA. (10)
2. From the given case study, identify and draw the use case diagram of 6 use cases where the
Company Representative (CoyRep) uses the system (where CoyRep is the PBA). You may
draw by hand or use any software for your solution. If you draw by hand, please make
sure it is legible and visible. (10)
3. From the given case study, identify and draw and upload the use case diagram of 6 use cases
where the Job Applicant (Job App) uses the system (where Job App is the PBA). You may
draw by hand or use any software for your solution. If you draw by hand, please make
sure it is legible and visible. (10)
 0. Virtual Hire System

1. Admin Subsystem

1.1 View company

applications

<<uses>>
1.2 Accept / Reject Coy Rep (ERA)
company applications

Virtual Hire Manager (PBA) 1.3 Execute credit /

criminal checks
<<
u se
s>> 3rd Party Provider
(ESA)
1.4 Search job
applications

<<uses>>
1.5 Update credit / criminal
check status

1.6 Generate monthly

status report

Time (PBA)
End of the month

Virtual Hire Manager (ERA)

2. Company Rep Subsystem

2.1 Register company

2.2 Maintain company

2.3 Add job listing

2.4 Maintain job listing

<<uses>>

Coy Rep (PBA)

2.5 Search listing
Job Applicant (ERA)

2.6 View listing <<extends>> 2.7 Accept / Reject

<<uses>>

applications listing application

<<
u se

2.8 Make payment

s>>

Virtual Hire Manager (ERA)

2.9 Update application status

3rd Party Provider (ESA)

3. Applicant Subsystem

3.1 Register Profile

3.7 Save jobs

<<
3.2 Maintain Profile ex
ten
s> d
>
>
3.3 View job listing <<extends> 3.8 Add job alert
>>
nds
xte
<<e

3.4 Apply for job

Job Applicant (PBA)

3.5 Accept / Reject job Coy Rep (ERA)

3.6 Generate job

location report
1 mark per use case

1 mark per correct PBA (if not given)/ERA/ESA

½ mark per correct uses/extends/calls

Section 5. Use Case narrative (3 possible questions, 10 marks each)

1. Use the following ERD to complete the logical use case narrative. Just mention the step and
provide the information.
2. Use the following ERD to complete the logical use case narrative. Just mention the step and
provide the information.
3. Use the following ERD to complete the logical use case narrative. Also include the alternate
course of events, if applicable. Just mention the step and provide the information.

1. Generate Company Success Fee Invoice

PBA- Time

Description: This use case describes the event where the VHM generates a success fee invoice for
companies that have made payment for success fees. An invoice will be generated by the system
and sent to the relevant company. This is calculated by identifying all job listings with an “accepted”
status, checking to see if that job listing has been invoiced, if not the system will multiply the latest
service fee percentage with the job listing salary.

Trigger: A successful placement occurred.

Step 1: A successful placement occurred. Step 2: The system identifies all the job listings
with an “accepted” status ✔ (where the
 ListingStatusName in the JobListingstatus entity
is equal to “accepted” ✔ with the
corresponding ListingStatusID is the FK in
JobListing entity, ) ✔. The system identifies
which job listing’s invoiced field in the Joblisting
entity corresponds to “No” ✔. The system
generates the invoice by retrieving the
company details which correspond to the
joblisting by identifying the PK of the company
that corresponds to the CoyRepID FK✔ in
JobListing Table. The invoice total is then ✔
generated by multiplying the
successfeePercentage associated with the
latest date (in service fee table) ✔ and
multiplying it with the salary entry in the job
listing table. ✔
Step 3: The invoice is emailed to the email
address that corresponds to the company
details✔ in the Company Rep entity✔
Step 4: The system updates the invoiced
attribute in JobListing entity to “yes” ✔✔.

2. View job listing applications

Coy Rep (PBA)

Description: this use case describes an event where the Company representative wants to view a
specific job listing application by selecting all the available job listings associated with this company
and then all the relevant job listing applications associated with the chosen joblisting and then the
Coy Rep will choose to view the specific job listing application.

Trigger: The coy Rep wants to view all the applications for a specific job listing.

Step 1: The coy Rep wants to view all the Step 2: The system retrieves all the job listings
applications for a specific job listing [alt] from the JobListing entity ✔ where the
CoyRepID FK in the joblisting entity corresponds
to the logged in user ✔ with the
ListingStatusName in the JobListingStatus
entity✔ corresponds to “available”. ✔ The
system prompts the user to choose the specific
job listing.✔
Step 3: The coy Rep selects the specific job Step 4: The system retrieves and displays all the
listing. ✔ applications✔ for the selected job listing
(where the selected job listing corresponds to
the FK of the JobID) ✔ and in the application
table ✔ where the jobID FK where the
application statusName equals to “applied”.✔
 Step 5: The coy Rep selects to view the specific Step 6: The system displays the chosen
application✔ application by retrieving and displaying the
applicant details associated with the
application (where ApplicantID for the chosen
applicant is the FK in the Application entity) ✔:
• Name
• Surname
• Contactdetails
• Email address
• CV✔

c. Potential Job Applicant Accept/Reject Job offer

Potential Job Applicants (PBA)

Coy Representative (ERA)

Description: This use case describes the event where a company representative has responded to
the job applicant’s application. The potential job applicant can accept or reject the offer.

Trigger: The Potential Job applicant wants to accept/reject job offer

Step 1: The Potential Job applicant wants to Step 2: The system retrieves the job offer(s) ✔
accept/reject job offer associated with the logged in applicant by
matching the logged in user to the ApplicantID
FK in the Application entity ✔and retrieve the
job offer details from joblistingapplication, ✔
job listing ✔and application✔ entities where
the joblistingapplicationstatus is equal to Under
Offer. ✔
The system prompts the applicant to accept the
job. ✔

Step 3: The applicant accepts the job. [alt]✔ Step 4: The system captures the acceptance ✔
and updates the status of the
joblistingapplicationstatus to “accepted” ✔
Step 5: The system notifies the coy
✔representative by sending an email to the
company email associated with the companyID
fk in joblisting entity✔

Section 6.Process Model: (3 possible questions, 10 marks each)

1. Draw the primitive level process diagram for the following narrative.

The Potential Job applicant wants to view job listing

 Step 1: The potential job applicant wants to Step 2: The system displays all the job
view job listing listings from the joblisting entity with a
joblistingstatus of available.

The system prompts the applicant to

browse job listings by filtering by:
● Job Type
● Location

Step 3: The applicant filters the job Step 4: the system displays all the
applications by job type [alt] joblistings for the chosen job type from the
job type table.

The system prompts the applicant to filter

by location
Step 5: The applicant filters by location Step 6: The system displays all the job
listings in the chosen location

step 7: The applicant select the specific job step 8 : The system loads the details for the
listing specific job listing from the Job Listing table
displays the following attributes :
● JobID
● JobListing Status (using the
ListingStatusID FK )
● JobTypeDescription (using the
JobTypeID FK)
● ContractType using the
ContractTypeID FK)
● LocationDescription( using the
LocationID)
● Description

1 mark per process

1 mark EA (max)
½ mark per DS (including flow – 4 max)
½ mark per flow
2. Use the following use case narrative to complete the primitive level diagram. Only complete
the typical course of events.

Coy Rep Accept/Reject job listing application

The company representative accept or reject the job listing application

Step 1: The company representative wants Step 2: The system invokes use case 1.4
to accept or reject the job listing View job listing applications
application
Step 3: The system displays the application
details for the chosen application where by
the ApplicantID is the FK in the application
table and following details from the
applicant table:
● Name
● Surname
● Contact Number
● Email Address
● CV
● RegistrationStatusID (using the
ResgistrationStatusID FK)

The system will also read from the

JobListing, Applicant and ApplicantStatus
table in order to retrieve all the information
associated with the Applicant’s application.

The system prompts the company

representative to download the applicant
CV
Step 5: Company representative downloads
the applicant CV and peruse the CV
Step 6: The company representative Step 7: The system capture the acceptance
accepts the application (alt) and updates the applicationstatusID Fk in
the application table to the FK
corresponding to the PK of the
applicationstatusID where the
applicationstatusName is equal to
“accepted” .[alt]
Step 8: The system sends an acceptance
notification to the applicant to the email
address associated with the selected
applicant as detailed in the applicant entity.
Step 9: The system displays the success
notification to company rep.
 1 mark per process
1 mark EA (max)
½ mark per DS (including flow – 4 max)
½ mark per flow
2 marks for invoke

3. Use the following use case narrative to complete the following primitive level diagram. Only
complete the typical course of events.

Update applicant credit/criminal check status

VHM (PBA)

The VHM wants to update the applicant credit/criminal check status.

Step 1: The VHM wants to update the Step 2: The system invokes use case 1.4
applicant’s credit/criminal check status and search job listing application
enters the Application ID
Step 3: The system displays the application
details for the chosen application where by
the ApplicantID is the FK in the application
table and following details from the
applicant table:
● Name
● Surname
● Contact Number
● Email Address
● CV
● RegistrationStatusID (using the
ResgistrationStatusID FK)

The system will also read from the

JobListing, RegistrationStatus, Applicant
and ApplicantStatus table in order to
retrieve all the information associated with
the Applicant’s application.
Step 4: The system will request the VHM to
capture the credit/credit check status in the
Applicant table
Step 5: The VHM selects to pass the Step 6: The system captures the pass
credit/criminal check(alt) information and updates the
credit/criminal status attribute in the
Application entity to “passed”.(alt)
Step 7: The system will save the
credit/criminal check status to the
applicant table.
Step 8: The system sends an acceptance
notification to the applicant to the email
address associated with the selected
applicant as detailed in the applicant entity.
Step 9: The system displays the success
notification to VHM.
1 mark per process
1 mark EA (max)
½ mark per DS (including flow – 4 max)
½ mark per flow
2 marks for invoke