THAT_Systems_Proposal

THAT SYSTEMS PROPOSAL
INFO 361-901
Gary Camper

Table of Contents
I. Executive Summary ............................................................................2
Highlights
What still Needs to be Done
How to Enhance the System
Implementation Strategy
II. Description of project..........................................................................2
Thomas’ House of Antiques & Treasures information system development project
Requirements of the System
Project Scope
III. Initial Case Scenario and Systems Request........................................3
IV. Team Charter.......................................................................................5
V. Business Case......................................................................................8
VI. Use Case Diagram...............................................................................13
VII. Class Diagram .....................................................................................17
VIII. Sequence Diagram ..............................................................................19
IX. State Chart ...........................................................................................20
X. Website Prototype Screens..................................................................22
XI. Usability Testing Report.....................................................................25
XII. Gant Chart ...........................................................................................26

THAT SYSTEMS PROPOSAL 2
Executive Summary
Highlights
 As of now we have made a website prototype for Thomas’ House of Antiques and Treasures. Additionally, we
have performed a usability testing with a small group of participants. While also going over all of the potential
cost of the new system and benefits. Finally, we have created all possible use cases and scenarios for the new
system
What still Needs to be Done
 In our current phase we are looking forward into implementing the new system to more end users. Also we are
at the stage where we can now design a fully designed operational website. We are going to hire web developers
to create a nice appealing user friendly website for our customers. Then we are going to train the staff for them
to become familiar with the new interface as well as the other aspects of the new system.
How to Enhance the System
 What THAT could use to keep track of their inventory items are either bar code scanners or RFID technology
because they have a hard time keeping track of items, create bidder registration kiosks in-house not just online
so those who don’t have access to the online webpage, and also they run their website on a server than can
scale up to the new amount of internet traffic once the new website roles out
Implementation Strategy
 I recommend that we change over to the new system gradually, but that we run each system side-by side for a
period of time. This will mean Thomas’ House of Antiques and Treasures will have to invest in some new
hardware as well as software, so in the meantime we can have both system running simultaneously. This will
allow users the chance to acclimate to the new user interface and workflows while giving the team enough time
to migrate existing data to the new system. Users will feel more comfortable knowing that they can use the old
system if they need to, but should be encouraged to learn the new one too. Under this implementation strategy,
the old system will be gradually phased out as staff becomes accustomed to the new system and the data is
successfully migrated.
Description of Project
Thomas’ House of Antiques & Treasures information system development project
The project was a long tedious job that required a lot of team-work to bring everything together. As a team I feel as
though we accomplished a lot with this systems proposal. Everybody put in an equal share of the work which really help
not delay the project and turn in each part in a timely manner.
Requirements of the system
 Allow bidders to register to the auction
 Add/update auction listings
 More user friendly webpage
 Create auction listing

 Better item tags
 Generate reports for the auctions
 Record sales invoices
 Prepare appropriate sales invoices for buyers/sellers
Project Scope
The Thomas’ House of Antiques and Treasures Information System will comprise of an
auction database management system and website. The website will allow the bidders to sign-up and
register for an auction one time with their email included and every time they attend an auction a
random number not already assigned to “preferred bidders” will be generated to identify them. “The
preferred bidders” will always be identified by the same number. In addition, the website will be
streamlined for ease of use to facilitate uploading of auction item pictures and descriptions. There
will be an option to store or dump these pictures/descriptions after each auction. The website will
also serve purpose to sellers by giving them a place to login and check the status of their items to see
if they have sold.
The database will keep account of all bidders’ contact information and will disburse mailing,
email, and opt-in text information regarding upcoming auctions and events. When it comes to
keeping track of inventory, the database system will be able to keep account of every item that is
donated by clients as well as the outside vendors. It will keep this data separate so that Thomas
knows which items he received from clients and which ones came from vendors.
Once all parts of the system are complete the VCU system analyst team will train the THAT
staff to appropriately interact with the new system
Initial Case Scenario and Systems Request
Case Scenario and Systems Request
Thomas’ House of Antiques & Treasures (THAT) is one of the local community’s most exciting Thursday
night events. Established in 1992, THAT auctions people’s prized heirlooms and estate treasures. Every
Thursday night from 6:00 p.m. until the last item has been “knocked-down,” Coyote Clem, THAT’s colorful
auctioneer, urges the audience to bid ever so higher in order to maximize the selling price of the item up for
bid. The item caller, and also owner, Thomas, is ever so mindful that to garner the best price for consignor’s
items, he needs to embellish the description of the item, often referring to its antiquity, design, rarity, and the
possible missed opportunity of a life time. As an astute business man, Thomas knows that he must sell at
least $10,000 worth of merchandise per hour, so being organized and knowing that the items being auctioned
have reached their greatest potential are critical in achieving this goal. All auctions are preceded with previews
that allow potential bidders the chance to examine the items closely. Bidders register to bid at each auction by
filling out a registration form that includes the bidder’s name, address, contact information, business
affiliation if any, tax number, and other demographic/business information. A number is assigned to a bidder
upon registering and this number is used to record and track winning bids for the items auctioned. There are
“preferred bidders” who are identified as those who repeatedly attend the auctions and purchase items
frequently at the auctions. These preferred customers are assigned a permanent number that is kept on file in
the office, enabling these bidders the privilege of not having to register each time an auction is held. Some
customers register for a bidder number and attend the preview that begins the day of the auction, but not the

actual auction. These ‘absentee’ bidders leave a card with the item number, brief description, and the highest
bid amount they are willing to bid for the item. The customer may win the bid with a figure that is lower than
the amount submitted if there is little interest and slow bidding for the item. There are other customers who
register and do not attend the auction, but telephone-in their bids as the items they are interested in are put
up for auction. These customers may have a scheduling conflict and cannot physically attend the auction, but
this allows them the opportunity to participate. All registered bidders for each auction are kept on file, even if
they do not receive a winning bid. These bidders/customers’ names and addresses are used for special
auction brochure mailings and phone/email advertising of up-coming auctions. Those without permanent
numbers must register for each auction and will receive a unique bidding number each time. There are those
customers who consign items for auction. These customers are called clients. Some of these clients consign
frequently, but most of the consigned goods result from estates that are being liquidated as a result of a family
wishing to settle a will, or from elderly people who are moving to a smaller house or apartment and cannot
take all their family heirlooms with them. In many cases, Thomas will purchase estates to lessen the trauma
for the family. This reduces the complexity of inventorying the items and frequently results in Thomas
generating jobs and more income for his workers and the business. To provide customers with an eclectic
mixture of fine antiques and special-interest items each week, Thomas relies not only on consignments of
estates, but also contracts with vendors of oriental carpets, French porcelains, silver, fine paintings, crystal,
and garden statuary, who want to reduce their inventory. Maintaining accurate data that enables him to
manage his transactions with these vendors is essential to a successful business relationship. Whenever a
bidder decides to leave, he or she settles the account with the checkout staff located at the registration
counter of the auction room. The checkout person uses the bidder’s number to determine the successful bids
and the total amount owed, including tax. The final invoice includes the winning bids amount, a buyer’s
premium (10% if payment is made in cash or by check, 13% if a credit card is used), and sales tax (5% of the
total amount). If the bidder has a business license, this number is recorded and no sales tax is collected.
Thomas employs four office staff and an auctioneer full-time, and keeps a list of temporary employees who
help with running the auction by displaying the items for bidders to see what is being auctioned, and then
assisting in removing the items to a storage area where customers can pick them up after settling their
account. The receipt given to customers following the settlement of their account lists all the item numbers,
the amount of the bid for each item, the total buyer’s premium amount, sales tax, the total amount owed, and
the total amount paid. This receipt is used as a control mechanism by the staff as they locate and assist the
customers in loading the items into their vehicle. One of the major tasks during the days prior to each auction
is inventorying all the items to be auctioned. Numbers are assigned to each item using a code to determine
the consignor and the specific item. These item numbers are written on a label that is affixed to the auction
item and this number is recorded on a master list with an appropriate description for each item so there is no
mistake as to the identification of the actual item. Photos of the items are taken and stored with the item
description. Two copies of the master list are made; one is provided to the client/consignor, and the other is
kept on file for reconciliation after the auction. Within a week following the auction, the reconciled list, with
the winning bid amounts, is used to reimburse the client for the sale of the consigned goods. A seller’s
commission of 30% of the total sales is charged the client for all services provided in conducting the auction.
Thomas has always wanted to find an easier and more accurate way of tagging all the items with coded
numbers. The current manual process is time consuming and expensive, and in some cases has resulted in the
replication of numbers on different consigned items. Reconciling the auction results in these cases created
problems with both customers/bidders, and clients/consignors. Items are sometimes lost and are not
accounted for, thus causing an air of distrust by customers and clients. Thomas wants to ensure those who do

business with THAT have positive experience and will return for repeat business. Thomas relies on the data
collected on the auction sales to help in understanding the market. Reports are generated that serve to
identify what items are selling best, and those which are slow movers, and any trends in customer or client
participation. Management reports, detailing weekly, monthly, quarterly, and yearly sales are produced for
financial management purposes. Currently, THAT uses a couple of PCs to record bidder information for
auction brochure mailings. Electronic spreadsheet software is used to create simple financial reports.
However, there is very little strategic use of customer and client data for providing a competitive advantage
over other auction houses in the surrounding area. A website has been created that lists the items for the up-
coming auctions. This data is keyed by hand and only provides the potential bidder short descriptions of the
items. It sometimes contains errors which upset bidders. Thomas would like to be able to show bidders
pictures of the items in hopes of generating more interest. The website listing is usually not completed until
just prior to the auction, so very little value has resulted from this labor-intensive effort. Thomas is somewhat
computer literate, but the staff does not have the required skills to design and build an information system to
help streamline the business processes at THAT. Everyone recognizes the need for more accurate data and
useful information. They know the business but not the information technology, and they don't have the
systems development skills to implement a good computer-based solution. Thomas would like to present his
executive board a proposal for developing such a system for approval and begin the project as soon as
possible.
Team Charter
Members
Gary Camper (campergl@vcu.edu) 302-339-0396
Jonathan Fremin (freminjk@vcu.edu) 804-586-9253
Bryan Horning (horningba@vcu.edu) 804-514-0563
Karlo Inocencio (inocencioks@vcu.edu) 804-244-2410
Kevin Millard (millardk@vcu.edu) 703-881-1913
Todd Sluiter (sluiterte@vcu.edu) 540-746-6525
Team Leader
Team leaders should be the one to coordinate group activities and keep the group on track during
meetings.
Team Strengths and Weaknesses
Gary – Strengths: When given a task I like to perform it best to my ability and give it my all, I
can pick up new things fast, also i like to take other people's opinion into consideration, and has
a flexible schedule
Weaknesses: I can tend to procrastinate sometimes, and sometimes have a problem presenting
Jonathan – Strengths: Task-oriented and focused. Likes to finish tasks once they have been
started. Flexible when it comes to deciding what tasks need to be completed. Willing to meet any
time available.
Weaknesses: Difficulty with multi-tasking, and tracking time. Occasionally a
procrastinator

Bryan – Strengths: Focused on group tasks at hand, works wells with others in group as well as
independently on own to to accomplish goals. reliable, if anybody needs anything worked on or
has inquiries I will be there either electronically or face to face if needed.
Weaknesses: Time can be a problem due to schedule, speaking in front of large groups is
difficult
Karlo – Strengths: I can easily adapt to changes and be able to learn things necessary to get
things done. Able to work independently as well as in groups as long as everyone is in the same
page.
Weaknesses: Not really a fan of presentations. Also due to my work, it’s difficult for me to
find an available time to meet other than Wednesdays and Saturdays.
Kevin – Strengths: I easily pick up on new concepts and ideas. I finish tasks that I am assigned
on time. I do not mind either working alone to get a task done or collaborating with fellow
group members. Enjoy being able to be creative.
Weaknesses: I prefer not to give presentations (lengthy) but will do if needed. Tend to go
in depth with certain topics and may make things more complicated than needed.
Todd – Strengths: If I am assigned something for the group, I will get it done. I’m always willing
to help out with group-work and go the extra mile. Planning ahead with assignments is a big
positive since I have so many work obligations outside of school.
Weaknesses: My schedule is not wide-open, so I have to juggle work-school-home life
balance. Also not a huge fan of public speaking, but I am willing to do so especially if others are
uncomfortable to do so. I tend to focus on the details and miss the big picture.
Roles and Responsibilities
Gary – I am willing to take on the responsibility of organizing the different diagrams that will
come up throughout the program
Jonathan – Willing to make sure all work that needs to be submitted is grammatically correct,
professional in appearance, collated, and submitted on time. Willing to coordinate out-of-
schedule meetings for group work.
Bryan – Making sure all tasks assigned are completed and professional for class, on time for
grading and team deadlines, minimal to no errors on assignments (mechanics, grammar, etc.),
and willing to meet at campus or via electronically if it may not be as convenient for me but for
another group member instead. Also, I have always done fairly well with typed projects/papers if
any of the group members doesn’t like to type things on the computer.
Karlo – I can make sure that everyone is in the same page regarding the group assignment and
meetings. I’m also open to keep track of our work progress via Microsoft Project
Kevin – I am open to take on responsibilities as they arise. Will assist where needed. Can make
sure assist Karlo in following up on assignments and reminders for meetings. I can be the
communication line between professor and group.
Todd – I have experience working with waterfall/agile and work closely with systems analysts
per my job, so I’m happy to help with that perspective if it would be useful for group-work in
this class. Beyond that, I’ll always try to be available outside of work hours, will submit my
portion of group work on time, and have it done in a professional manner.
Meeting Times
So far it seems that most of the group is available for meetings sometime on Wednesday afternoons.
(Jonathan - My first class ends at 3:15pm and my next isn’t until 7pm, so I’m willing to be available
and at Snead to meet anytime during that timeslot.)
(Todd - I’m unfortunately short a car right now, wife is out of town Wednesdays only until around
6pm, otherwise I am available from 5pm every day of the week (from 6pm Wed) and free on
weekends. I’ll hopefully get a replacement car within the next month.)

Kevin-I am available to meet any day after 6:45. I have gaps in between classes on Monday’s and
Wednesday’s from 12:30-4:00 PM if anyone is able to meet or needs to meet around that time.
Weekends it will vary depending on work schedule, but I will know the days and times in advance to
be able to give you all notice.
Bryan - Gaps in classes on Tuesday and Thursdays between 3:30pm to 5:30pm. Available on
Saturdays after 1pm and Wednesdays after 10:50am. Mondays and Fridays are hard for me because I
work most of the day starting at 3 till midnight, I can do mornings on these days though.
Gary- I am available MWF anytime after 3pm and Tues & Thurs. anytime after 6:45pm. Also
anytime on the weekend should work for me
Team Rules and Expectations
Communication:
General communication should be delivered via email. Quick questions or personal concerns
can be sent via text. If required, very important issues can be addressed via phone calls. All
members should check their school email at least once a day for group messages, preferably 2-3
times in case questions or concerns arise that require quick answers. All communication should
be answered within 24 hours. (Anyone opposed to group texting? It may be easier to try to
coordinate group meetings via text since texting is generally instantly noticed.)
Attendance for Group Meetings:
Once days/times are decided upon, it’s probably best we meet at least once a week face-to-face
if we have any group work that needs to be submitted. If anyone would like to meet outside of
normal scheduled group meetings, those meetings should be arranged at least 2-3 days ahead of
time. Group work being done via electronic means (e.g. Google Docs) should be addressed
regularly as the need arises. In preparation for group meetings, it is essential that all members
have read and understood the topic that is going to be discussed beforehand. Coming to a
meeting without having previously synthesized any of the material will be a hinderance to
discussion since we’ll have to be playing catchup.
Team Conflict:
Disagreement on the course of action is inevitable. All members should feel free to voice their
ideas in a productive manner, and any conflict ought to be addressed as quickly as possible.
Any team members that have any issues are more than welcome to bring them to the attention
of the group. Any conflict that may arise is best dealt with in person. Electronic communication
can often be dry and doesn’t convey emotion and emphasis the same way that being face-to-face
can.
Accountability:
Professor mentioned something like a 10% reduction in grade for people who
habitually/consistently underperform or break rules. I can’t really think of anything else
Code of Ethics
Respect. We will respect individuals, diversity and the rights of others. Honesty. We will act and
communicate honestly and candidly. We will not mislead others. Excellence. We will strive for
excellence in all that we do. Responsibility and Accountability. We will be responsible and
accountable for our decisions and actions. Stewardship. We will be good stewards of the resources
entrusted to the university. Compliance. We will understand and comply with the codes, laws,
regulations, policies and procedures that govern our university activities. We recognize that our

decisions and actions reflect not only upon our individual reputations but also upon the reputation
of the university. Our actions will be guided by these ethical principles even when confronted by
personal, professional, social or economic pressures.
Short Bios
Gary - I am a junior this year looking to find an internship this summer somewhere in the IS
field and get my graduates degree from the University of Maryland: College Park. Also I’m a
out of state student from Delaware and I like to play soccer and basketball
Jonathan - Part-time warehouse associate for HD Supply Power Solutions and contract
employee for Robert Half Technologies. Full-time student at VCU, working on a degree in
Information Systems. Obtained A+ Certification and currently working on getting Network+.
Bryan - Working on CompSci degree at VCU (currently a Senior), transferred from J Sargeant
Reynolds last year, been in school a while now. I am hoping to design software or something
similar in the field after I finish my schooling. I am 25 y/o, I have no kids but am engaged, I
love playing video games in my spare time.
Karlo - I’m currently an associate at Wawa and going to VCU (junior) for a degree in
Information Systems. Looking into getting a job in the Networking area. I snowboard and I
also like playing video games.
Kevin - Working on my bachelors in Information Systems, like Bryan was a transfer from J
Sargeant Reynolds last fall. Overall goal is to either be a Business Analyst or Systems Analyst.
Currently I am a Sales Associate at Sherwin William’s.
Todd - Automation software tester for state government. I received a degree in Int’l Studies
from JMU and am pursuing a Post-baccalaureate Certificate in Information Systems here at
VCU. I’m married and am expecting our first addition to the family this December.
Business Case
Purpose:
To design and deliver a comprehensive information system that meets and exceeds the needs
required by THAT.
Expected Value:
 Streamlined business processes
 Ease of use for the database and the website
 Improved auction item management
 Improved customer relations management
 Customer saves time and money long-term
Technical Feasibility: (low-to-high risk)
Low Risk
 The current employees do not have the full computer literacy to properly implement the new
system
 The employees do not have experience using computer-based applications
Response: The VCU IS consultants who are familiar with the technology and applications, will work with Thomas
and his employees to show them how to operate the system properly, and use the applications within the system.
Medium Risk
 The initial project size will be small, but will expand as more parts are implements into the
system.

 All inventory (client & vendor) and bidder information must be manually transferred into
the system.
 All financial spreadsheets must be transferred from the company PC to the new information
system.
Response: The information system will allow the employees of THAT to enter bidders information one time and it will
be saved to the database. The employees will be able to transfer the financial spreadsheets from their PCs which they
are stored onto the new system.
High Risk
 The system designed for THAT may not have been what they are looking for and they may
want a different system
Response: The VCU consultants will work with and communicate with Thomas every step of the way to ensure that
the system that is being designed is the one that he wants and needs in order to make his business run more efficiently.
If problems arise, they will be addressed and fixed before continuing on with the development.
Economic Feasibility (Excellent)
Assuming the least-case scenario of only receiving $80,000 per auction, the first year will require a
loss of roughly $220,000, but each successive year will mark a noticeable return that far outweighs
the costs in the long term.
Tangible Costs and Benefits:
 170.92% ROI over a 5-year period
 Total Net Benefits after 5 years equals $4.65 million
Intangible Costs and Benefits:
 Reduced printing costs
 Reduced postage costs
 Improved customer base
 Expanded employee base
 Increased future-proofing and scalability

Cost-Benefit Analysis
Thomas' House of Antiques
& Treasures
Year 1 Year 2 Year 3 Year 4 Year 5 Total
Benefits
Reduced Printing Costs $30,000 $34,500 $39,675 $45,626 $52,470 $202,271
Reduced Postage Costs $15,000 $17,250 $19,838 $22,813 $23,954 $98,854
Improved Customer Base $312,000 $811,200 $1,360,320 $1,964,352 $2,628,787 $7,076,659
Total Benefits $357,000 $862,950 $1,419,833 $2,032,791 $2,705,211 $7,377,785
Costs
Printing $70,000 $65,500 $60,325 $54,374 $47,530 $297,729
Postage $35,000 $32,750 $30,163 $27,187 $26,046 $151,146
IT Equipment (Servers/Networking) $25,000 $0 $0 $0 $0 $25,000
IT Support Services $20,000 $20,000 $20,000 $20,000 $20,000 $100,000
Facilities Lease $120,000 $120,000 $120,000 $120,000 $120,000 $600,000
Salaries:
Office Manager $65,000 $65,000 $65,000 $65,000 $65,000 $325,000
Fiscal Administrator $45,000 $45,000 $45,000 $45,000 $45,000 $225,000
General Staff $125,000 $125,000 $125,000 $125,000 $125,000 $625,000
Temporary Workers $24,960 $24,960 $24,960 $24,960 $24,960 $124,800
Total Costs $529,960 $498,210 $490,448 $481,521 $473,536 $2,473,674
Net Benefits -$172,960 $364,740 $929,385 $1,551,271 $2,231,675 $4,904,111
Return on Investment 198.25%
NPV of Net Benefits (@ 5% discount rate) $3,993,754
Notes:
# of Customers 4800 5280 5808 6389 7028
$1170 Gained Per Customer Per Year
Organizational Feasibility:
Low Risks
 Bias against system amongst business stakeholders
 Confrontation over features, costs of unwanted project
 Cancellation of further elaboration of system
 Bias against system involving organization
-$172,960
$364,740
$929,385
$1,551,271
$2,231,675
-$500,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
1 2 3 4 5
PotentialProfit
Years
Net Benefit of the System

 Split views on system between employees and management
 Favoring system not appealing for customer satisfaction
Response: Compromise involving features and implementation favored by all parties, in both events they were to occur.
Also, showing advantages of said system over the other and vice versa.
Medium Risks
 Scheduling implementation of system
 Miscommunication between project team and organization
 System uptime delayed for users
 Operation of system by organization
 Improper training on behalf of the employees
 Uninformed of system implementation by consulting team
Response: Proper training of new system for employees, showing the benefits and how to operate properly.
Communication and engagement between employees and consulting team.
High Risks
 Users find new system to be too complicated or edgy
 Loss of customer/bidder base
 Potential customers/bidders hesitant to use THAT’s system
 Organization doesn’t find system matches its needs
 Plug pulled on future projects
 Loss in revenue, costs too high for future projects
 Higher cost for organization long-term wise
 Possible legal action taken
Response: Show customers/bidders benefits to new system being implemented and highlighting its features through
newsletters as well as on the website for possible new customers. Also, researching and noting the exact needs of the
client. Maintain a healthy relationship with client to ensure an affordable, professional system that fits the business
model for THAT.
Risk Analysis:
What could go wrong:
 System is delayed
o Impact: THAT’s business operations are negatively impacted due to extended use of
legacy system.
o Response: Plan for phased deliverables so that the customer is able to utilize a
stripped-down version of the system in case of delays.
 System is not as customer expected
o Impact: Customer does not want to pay for the system / is unhappy with delivered
system.
o Response: Plan for regular demos and user acceptance testing to show the customer
the progression of the system. This will allow the customer to correct any
misconceptions that might have arisen during requirements gathering.
 System has bugs
o Impact: Blocker bugs may render the system unusable and/or block business
workflows.
o Response: Prioritize any blocker and critical bugs introduced with each phase to be
corrected by the next iterative phase of the system. This will prevent bugs from
piling up and becoming unmanageable at completion.
 Customer does not adopt new system
o Impact: Customer and systems analysts both lose time and money, systems analysts
lose credibility.

o Response: Plan for regular demos and user acceptance testing to show the customer
the progression of the system. This will allow the customer to correct any
misconceptions that might have arisen during requirements gathering.
 Customer’s needs change
o Impact: We potentially deliver a system that is out-of-date of the customer’s needs.
o Response: With each iterative phase of the system, check in with the customer to
determine whether needs have changed or remained the same. If needs have
changed, update requirements.
 We lack technical skills to deliver asked-for system
o Impact: We are unable to produce the business deliverable, i.e. we are unfamiliar
with the asked-for technology
o Response: Determine early on in the Analysis phase whether or not we are equipped
to deliver the asked-for technology.
 The proposed systems is not what the owner expected
o Impact: The owner could potentially go with a different systems team; or we have to
completely change everything in the system.
o Response: Choose an implementation strategy that will be easy to go back change.
 The THAT staff doesn’t properly adopt the new system.
o Impact: The staff has a system that they can’t use so the auctions are delayed or
possibly cancelled because they can’t properly prepare for them.
o Response: Make a system that is very user friendly and requires minimal user effort
from the staff; thoroughly train the staff so they have no problems with the new
system
What must go right:
 Database must be functional for
o Generating Reports
o Assigning item numbers
o Adding new items to the list
 Website must be functional for
o Uploading pictures and descriptions
o Allowing user registration

Use Case Diagram
Employee
Bidder
Create Listing
Edit Listing Delete Listing
Create Bidder Profile
Payment
Edit Bidder Profile
View Listing
Print Item Tag
New Bidder
Preferred Bidder
Send Auction (E)Mail
<<extend>>
Auction Management
System
Office Staff
Customer Relations
Non-functional Requirements:
 Ability to sort listings
 Hosting service must have backup capabilities and data redundancy
 Business Class Internet Connection
 Bidder kiosk on-site to create Bidder Profile
 Website should be geared toward an older demographic: larger font, conservative layout, simple
colors
 Mobile-friendly for smartphones and tablets
Delete Listing<<extend>>
Seller
Check Auction Status Item Sold<<extend>>
Record Transaction Prepare Seller Invoive
Add item to listing Sets item Reserve Price<<extend>>

Use Case Descriptions
Use Case Name: Auction winners ID: 1 Importance Level: high
Primary Actors: Bidders Use Case Type: Essential, Concrete
Description: the process bidders go through once they have successfully one an auction
Trigger: The bidder brings their number to checkout staff, creating a bidder profile
Relationships:
Association: Bidder, Checkout person
Normal Flow of events:
1. The bidder comes to the auction
2. The bidder signs in to receive their number
3. The bidder bids on item
4. The bidder wins the auction
5. The bidder goes to the checkout counter
6. The checkout counter employee totals the amount owed
If the bidder uses cash or check they are charged a 10% buyer’s premium and a 5%
sales tax
If the bidder uses credit they are charged a 13% buyer’s premium and 5% sales tax
If the bidder has a business license then just the number is recorded
7. The bidder gets an receipt with the final amount owed
8. The bidder picks up their items
Sub Flows:
Alternative Exceptional Flows:
2a New bidders create their profiles and are rewarded a temporary bidding number
4a The bidder doesn’t win the auction and bids on something else

Use Case Name: THAT office staff ID: 2 Importance Level: High
Primary Actors: Employees Use Case Type: essential, concrete
Description: This use case describes how THAT office staff prepares for an auction and how transactions
are taken place
Trigger: editing list, making purchase, attaching item numbers
Relationships:
Association: The employee(s) checking the bidders information
Extend: The employee(s) giving receipts, and deleting listings
1. The employee(s) places item on the auction list
2. The employee(s) attaches item numbers to items
3. The employee(s) assign bidders number
4. The employee(s) after bidder won checks their information
5. The employee(s) receives payment for item
6. The employee(s) sends and gives customer receipt
Sub Flows:
1a The employee can edit the list
3a The employee checks to see if they are a new or returning bidder

Use Case Name: Vendor ID: 3 Importance Level: low
Primary Actors: Seller Use Case Type: Essential
Description: This actor gives items to the THAT staff to sell at the auction and checks item status to see
if the item has been sold yet
Trigger: When they give away their item
Relationships: Association, extends
1. Gives item to THAT
Sets a reserve price if they want
2. Checks the status of the item
Item sold
Item relisted for next week’s auction
3. Receives seller invoice for the item
Sub Flows:

Class Diagram
User
Name
Address
Phone
Date of Birth
Email
ViewItems()
Login()
Logout()
Bidder
Credit Card Number
Type of Bidder
Items Won
BidOnItem()
Employee
Employee Number
Title
Seller
Company Name
SellerID Number
ViewMyItems()
SetSellerReserve()
AssignBarcode()
ScanBarcode()
ClockIn()
ClockOut()
NewBidder
Temporary Bidder Number
CreateUserProfile()
NonPreferred Bidder
Temporary Bidder Number
PreferredBidder
Preferred Bidder Number
Tax Exempt Number
Cashier
Cashier Number
RequestFinalAmount()
ProcessPayment()
PrintReceipt()
Office Staff
CreateItemProfile()
PostListing()
SendEmail()
EditListing()
DeleteListing()
Temporary Employee
-memberName
CreateItemProfile()
CheckoutItem()
Website
Layout
Messages/Alerts
RelistItem()
ViewMessages()
ElectronicBid()
Item
Name
Description
Item Number
Barcode
Lot Number
Condition
Purchased
Gavel Price
Final Price
Seller
SellerID
CalculateFinalPrice()
Payment
Type
ValidatePayment()
ProcessAutoPayment()
Category
Type
Size
Fragility
Popularity Index
ViewListing
Removesitem
Pay Invoice
1..1
1..1
1..*
1..1
1..1
1..10..*
RecievePsyment
1..1
1..*
1..1
1..*
Thomas House of Antiques – Class Diagram
Bidder Registation
-Register new bidders
1..1
Class Descriptions
User - All of the people/actors who are going to be interacting with the computer system.
Employee - A superclass of THAT staff including the cashier, office staff and the temporary employees.
Cashier - A subclass of Employee. Processes payment and prints receipts for the auction winners. Each
cashier has their own cashier number which allows them to sign in and access the register. The cashier
number’s purpose is to distinguish register users from each other; it will also allow for more detailed record-
keeping.
OfficeStaff - A subclass of Employee who is responsible for listing items as well as creating and editing item
profiles. They are also responsible for sending emails and brochures to THAT’s auction current and future
clients.

TempEmployee - A subclass of Employee who is responsible for assigning barcodes to items, taking photos
of items, and creating item descriptions.
Bidder - People who attend and participate in the auction. They are allowed to create their own user profile
before attending any auctions if they wish.
NewBidder - A subclass of bidder who is provided with a temporary number. As it is their first time in
THAT’s auction, they must create their profile in order to be included in the system. They can do this via the
Website, an in-house kiosk at THAT, or by having a THAT sign them up.
NonPreferredBidder - An existing customer who has not been to enough auctions to qualify or be classified
as a preferred bidder. These bidders after enough involvement during the auctions can become a
PreferredBidder as described below.
PreferredBidder - A bidder who frequently attends and participates in THAT’s auctions, already has a profile,
and has a permanent bidding number acquired from previous auctions. Any tax exempt bidders are
automatically upgraded to PreferredBidder.
Seller - People/organizations whose items are being sold. They are able to view the status of the items they
are selling via the Website. Sellers can relist an item via the Website.
Item - Objects being auctioned off. Its methods are to automatically calculate the total amount of money due
with taxes included and calculate the portion of the final price that the seller will receive.
Category - An aggregation of the Item class used for sorting purposes within the system. Items are given a
type and other noteworthy attributes that allow for better listing uses.
Website - A webpage that allows customers to view the auction listing before the auction starts as well as to
place their online item reserve. Also enables the user to view the status on whether or not they have
successfully won an auction. Allows sellers to relist unsold items.
Bidder Registration – An association of bidder and New bidder that registers new bidders into the system

Sequence Diagram
Staff Homepage System
Add/Update
Inventory Screen
Auction
Database
Select Restricted Admin
Display Login Screen
Enters Login Information
[If authorized] Display Main Menu
Select Add/Update Inventory
Enter Auction ID
Request ID Status Check
Send Auction ID
Contact
Database
Request Contact Information
Display Auction/Contact Information and Item Data Entry Fields
Enter Auction Item Details
Update Inventory Detail
Transaction Confirmation
Summay
Report
Screen
Printer :
OutputDevice
Selects Show Summary
Send Contact Information
Request Items Created
Sends Items Created List
Requests to Print List
Request to Print List
Print List
loop
[until Staffselects
Show Summary]
Displays List of Inventory Items Created
Display Transaction Confirmation
Exit Print Menu and
Display Add/Update Screen
Display Add/Update Inventory Screen
Selects Exit Add/Update Inventory
Display Main Menu
Selects Exit
Display Login Page
Staff – The employees who login to the website
Homepage - A display screen that gives you a list of options to select from
System – A restricted area that only authorized users can access
Add/Update Inventory Screen – a screen that employees use to update the auction or add new items to the
auction listing
Auction Database – where all the old auction listings and new auction listings are found
Contact Database - where all contact information is stored from bidders, cosigners, and THAT employees
Summary Report Screen – shows all of the items that will be on this week’s auction listing

Printer – prints out the auction listing for the week
State chart
Auction Inventory item
-upcCode_AuctionInventoryItemNumber
-itemName
-itemDescription
-itemAppraisalValues
-itemRserveBidAmount
-itemMfgName
-itemAgeDateRange
-dateCircaOrigin
-itemQuantity
Donated
In_StockItem acquired Enter system
{Damage= Notrepairable and not returned}
Cosigner
{Damage= Not
repairable}
In_Auction
Sold
Paid_Stored
Unpaid Stored
Picked up
Archived Exit system
Paid
Donated and recoreded
[item is >= reserve price]
Unpaid= >30
Days returned
to stock
Returned and recorded
Recored
Settled
[returned=
if still in
auction for
3
auctions]
[Stored_Paid= >7 days pay $2 fee/day per item]
Auction Scheduled
[Item=<seller
Reserve]
[Unpaid Stored= >7
days pay $2 fee/day per item]
AuctionInventoryitem
State Descriptions
In_Stock - The initial and default state of an item newly introduced to the system.
In_Auction - The item has been declared as sufficiently physically sound enough to be auctioned and has been scheduled
for auctioning.
Sold - A winning bid has been placed on item that is greater than or equal to any reserve bid. The item is waiting to be
paid for and picked up.
Paid - The winning bidder has settled payment for an item after the auction has taken place and the item is now available
to be obtained by the buyer.

Paid_Stored - The bidder has settled payment on an item and has agreed to pick it up at a later date. After 7 days, it costs
$2.00 per item/day until the bidder comes to claim the item.
Unpaid_Stored - Items that have been won but not yet been paid so they are stored for a period of time until it’s been
paid. Similar to Paid_Stored, the item begins to accumulate a charge of $2.00 per item/day after 7 seven days. After a
total of 30 days, the item becomes In_Stock again and is able to be auctioned again.
Picked_Up - The winning bidder has picked up the items won and paid for.
Consignor - The people who are selling their items in the auctions. If an item cannot be auctioned due to damage or has
been through 3 auctions without receiving a winning bid, the item is returned to the Consignor.
Donated- If an item has been declared as Damaged and cannot be repaired to a sufficient degree that it can be auctioned
and also cannot be returned to the Consignor, it is donated to Charity
Archived - Once an item has been noted as being Picked_Up, Returned to Consignor, or Donated to Charity, the item
listing is archived for long term storage and is removed from the System. Archived items can be viewed by searching for
them through storage system, sorted by past auction date.

Website Prototype Screens

Usability Testing Report
In this report I have included all comments below regarding the prototype artifacts shown to and observed by two
different users, both having different levels of experience with technical systems. For reference, the first user will be
referred to as User 1 and the second as User 2, respectively. Both users were also told of the non-functionality of the
prototype beforehand due to the nature of our project.
The first user, User 1, was the less experienced of the two users and was asked to observe the prototype through
Microsoft Publisher. To start the testing, User 1, viewed the modified version of the prototype consisting of 12
pages. General comments of the prototype were stated as by User 1 below:
 Keeping the text black throughout all of the pages as well as adding a personal picture to the top of each
page where the logo rests perhaps of the auction house itself.
 Logo was unique and memorable, each page contained adequate amount of pictures for the listings
 Both menu bars (on bottom and left of each page) were convenient for the user
 All buttons were easily readable and clicking was simple
 Some pages need better spacing particularly the Product Listing page and About Us pages
 User 1 particularly liked the layout of the “Welcome” page after logging in as the links were easy to click
on and navigate to other pages.
 The pop-up login screen was also acclaimed as being intuitive for its “Remember Me on This Computer”
button which User 1 said was useful.

The second user, User 2, had a bit more of experience with technical systems in previous job related work.
User 2 was given the same test in observing the modified version of the prototype in Microsoft Publisher; 12 pages
as well. General comments by User 2 were quite similar to User 1 though some differences in preference were
recorded as stated below.
 The menu bar at the bottom of each page is very useful and contained important information about the
auction house; though the side bar towards the left was seen as in the way and better positioned at the top of
every page
 Like User 1, a personal picture such as one of the auction house would be beneficial for potential customers
and current ones.
 Using a lighter background with dark text (such as the black) could help customers with vision problems or
vice versa with lighter text on a darker background (e.g. white on blue to give a comfortable look)
 The login screen that pops up when a user logs in could be improved by adding a “Cancel” or “Exit”
button, clicking outside the window was also mentioned.
 User 2 praised the Calendar page of the prototype saying, “It is always important to keep customers current
on events happening around the auction house.”
 The same comment stated above was said regarding the Contact Us page with plenty of information to be
found about the auction house like the address, fax/email, and even physical picture of the location on a
virtual map.
In conclusion, both users shared similar comments pertaining to the layout of the About Us page and the
general layout of the prototype observe, as stated below:
 The “bio” section on the homepage would be better displayed on the About Us page; perhaps highlights of
auctions or a random auction to interest both new and current customers would be a better fit
 Both User 1 and User 2 stated that the general layout of the prototype as being “very simple” and “easy to
click on the links.”
All comments were given after testing by User 1 and User 2, recorded solely for this report.
Gant Chart

THAT_Systems_Proposal

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