| Category | Assingment | Subject | Accounting |
|---|---|---|---|
| University | Open Polytechnic | Module Title | ACCY6108: Accounting Information Systems |
| Assessment Title | Assessment 2 |
|---|
Complete and submit your assessment according to the Open Polytechnic’s Assessments webpage. This includes information on academic integrity, formatting, word limits and referencing.
Submit your assessment in two files: one file containing your written answers for Tasks 1, 2, 3 and 4 (flowcharts can be added as images to this file) and one file containing the Excel answers for Tasks 1 and 2. (For the Excel tasks, add each answer as a separate worksheet. You may use the template provided.)
Forge Consulting Group (FCG) provides professional consulting services across Aotearoa New Zealand, with offices based in Wellington and Christchurch. Until now, each branch has been operating its own accounting information system, which has resulted in unnecessary duplication and inefficiencies. To improve consistency and streamline financial operations, FCG’s management has chosen to consolidate all regional accounts into a single system using Xero. As part of this transition, FCG has supplied two Excel spreadsheets containing all currently outstanding sales invoices from both the Wellington and Christchurch offices.
These files can be found on the Assessment 2 page in iQualify and are named as follows:
You are required to:
(10 marks)
Write a 300-word reflection on your experience completing this task. In your reflection, note the key actions you took to successfully combine the files from the two offices.
(Word limit: 300 words)
(5 marks)
(Task 1 total: 15 marks)
Stuggling ACCY6108 Assignment 2? Deadlines Are Near?
Hire Assignment Helper Now!Following your success in combining the data from the two offices of FCG (in Task 1), the Director of Finance, Aroha Ngata, has requested that you provide further insights into the FCG sales data for presentation at the next monthly senior leadership team (SLT) meeting.
Aroha has provided you with an Excel file containing sales data. She reminded you that, based on experience, senior leaders highly value insightful data presented in an appealing and easily understandable way using Excel. Based on what she knows about the agenda for the SLT meeting, Aroha has listed specific analyses she wants you to complete using the file named ‘FCG Sales Data.xlsx’, which is available on the Assessment 2 iQualify page.
Note: For a tutorial guide to help you complete Task 2, you can visit Excel Easy and other publicly available resources.
Part A
Use a range of Excel techniques to produce an analysis that will enable the SLT to glean additional insights and visualise patterns in the dataset. Aroha suggests the following analysis to be performed:
a. create a pivot table to show the total quantity of each service provided by FCG to clients
b. develop one additional pivot table that you consider important for the SLT
c. write an IF function for invoices awaiting payment that specifies ‘overdue’ or ‘in terms’ as at 21 April 2025
d. write a COUNTIF function to determine whether there are any duplicate ‘reference #’ in the dataset
e. prepare a graph that can help the SLT visualise information about the total value of sales made in each city
f. produce one additional graph that you consider important for the SLT.
(12 marks)
Part B
Generate a random sample of 12% of the unpaid invoices to be checked for overdue payment as of 21 April 2025.
Note: FCG expects payments to be made within 30 days of the invoice date, with grace for an additional seven days. Hence, invoices overdue by 37 days must be flagged for immediate follow-up.
Use conditional formatting to highlight invoices to be followed up.
(8 marks)
Part C
Provide a 300-word reflection on the tasks executed in Parts A and B, including the basis for assumptions used to arrive at your provided solutions.
(Word limit: 300 words)
(5 marks)
(Task 2 total: 25 marks)
Outdoor Living Limited (OLL) is a mid-sized, family-owned business based in Christchurch. The company designs and produces bespoke outdoor furniture, garden décor, and lifestyle accessories, with a focus on sustainability and craftsmanship. Over the past few years, OLL has developed a strong online presence alongside its physical showroom. It has recently expanded into the commercial market, offering credit terms to select business clients.
Customers place orders either through OLL’s website or over the phone. While online orders are automatically recorded in the company’s order management platform, phone orders are handled by the sales team and entered manually. The team prioritises speed and customer convenience, and although order confirmations are sent out, occasional mismatches between what the customer ordered and what was processed have occurred.
For commercial customers, OLL offers a 30-day credit facility. Credit approval is managed by the sales team, who use their discretion based on past interactions or customer relationships. There isn’t a formal application process, but the team keeps internal notes on regular buyers. A few larger orders have experienced delayed payments, but these are generally followed up by the accounts team on a case-by-case basis.
Once an order is confirmed, it’s sent to the warehouse for dispatch. Warehouse staff prepare the order using a printed pick list generated from the sales system. The packing process is fast-paced, particularly during peak season, and staff rely on experience rather than formal checks to ensure accuracy. Most customers receive their orders without issue, but a handful have contacted OLL about incorrect or incomplete shipments.
Invoices are issued from the accounts office once the order has been dispatched. The team uses a spreadsheet-based template to generate invoices, referencing order information as needed. Occasionally, invoices are delayed or need to be resent due to minor data entry errors or customer queries. Payment methods include bank transfer, EFTPOS, and cash for in-store purchases.
The showroom handles cash payments at the front counter. A designated staff member manages the till during the day and reconciles takings in the evening before depositing cash in the on-site safe. The same person usually prepares the bank deposit, and the process is largely informal, though discrepancies have been rare.
OLL takes pride in its customer service, though the company has recently noted an uptick in enquiries relating to late deliveries, missing invoices, and follow-ups on credits. These issues have prompted internal discussions about improving response times and communications.
Earlier in the year, OLL experienced a disruption when its internal systems were temporarily inaccessible following a suspected malware incident. The IT contractor was able to restore partial access using local backups, but some customer records were lost. OLL has since discussed the importance of improving its data backup processes, though no formal policy has yet been introduced.
Required
Evaluate OLL’s revenue cycle using the narrative description provided. In your evaluation, you must:
a. Identify and explain five (5) weaknesses of OLL’s revenue cycle. Ensure you explain the potential impact of each weakness identified.
(Word limit: 300 words)
(15 marks)
b. For each weakness identified in (a), recommend and explain one (1) appropriate control to mitigate the weakness in OLL’s revenue cycle. Ensure you explain how the control mitigates the weakness.
(Word limit: 300 words)
(15 marks)
(Task 3 total: 30 marks)
Kaimai Outdoor Gear (KOG) is a medium-sized business based in Tauranga, New Zealand. It sells high-end hiking, camping, and tramping equipment through a physical retail store. KOG sources products from local New Zealand suppliers and imports products for overseas suppliers, ensuring a wide range of inventory is in stock for its customers. Kamal, the Purchasing Manager, describes the process of purchasing inventory as follows:
Sales staff are trained to respond to customer feedback and keep a list of any inventory items that customers have indicated they would like to see stocked at KOG. At the end of each month, the file is sent to Kamal in the Purchasing Department, who reviews the list to determine whether any of the items might be viable to purchase for store stock. If Kamal decides to add an item to KOG’s inventory, he creates and approves a Purchase Order (PO). Three copies of each completed and approved PO are created: one is sent to the Inwards Goods Department, one is sent to Accounts Payable, and one is sent to the supplier.
When the Inwards Goods Department receives the ordered inventory, the staff member receiving the products matches them against the PO. If the products are not listed on the PO, the staff member creates two copies of Return Note (RN), that is, one copy of the RN is filed by date and the second copy is sent to the supplier with the returned goods. If the products received are on the PO, the staff member creates two copies of a Goods Receipt Note (GRN). One copy of the GRN is filed numerically with the supplier’s dispatch note. The second copy of the GRN is sent to Accounts Payable.
Suppliers send the invoice for the goods to Accounts Payable. When a supplier’s invoice is received, an Accounts Payable advisor matches it to their copy of the PO and the GRN. If the invoiced items match the approved PO, the invoice is paid. Payments are not made for any goods that are not on the approved PO. Once approved for payment, the supplier’s invoice is filed numerically with Accounts Payable’s copy of the PO and the GRN.
You will need to carry out the following tasks:
a. Use the description you have been given by Kamal to create a document flowchart to document the purchases subsystem at KOG.
(15 marks)
b. Use the information above to prepare a context (Level 0) data flow diagram to document the purchases subsystem at KOG.
(5 marks)
c. Based on your diagram in (b) above, prepare the Level 1 data flow diagram to document the purchases subsystem at KOG.
(10 marks)
(Task 4 total: 30 marks)
(Assessment 2 total: 100 marks)
| Task 1: Part A | 8–10 marks | 6.5–7.5 marks | 5–6 marks | 4–4.5 marks | 1–3.5 marks |
| Create a new business in Xero.
Import sales invoices into Xero. Export sales invoices to an Excel file. |
Successfully creates a new business in Xero with no errors. | Creates a new business in Xero with minor errors, which are corrected. | Creates a new business in Xero with several errors. | Struggles to create a new business in Xero, making significant errors, but manages to set up some aspects correctly. | Attempts to create a new business in Xero, with some parts initiated despite extensive errors. |
| Demonstrates a deep understanding of the process by importing sales invoices into Xero accurately and efficiently. | Imports sales invoices into Xero with minor issues, demonstrating a good understanding of the process. | Imports sales invoices into Xero with some difficulty, showing a satisfactory understanding of the process. | Imports sales invoices into Xero with limited success, but shows basic ability to use the import functions. | Attempts to import sales invoices into Xero, though with significant errors and misunderstanding of the process. | |
| Successfully exports sales invoices to an Excel file, ensuring data integrity and formatting are maintained. | Exports sales invoices to an Excel file with minor formatting or data integrity issues, which are addressed. | Exports sales invoices to an Excel file but faces issues with data integrity or formatting that are not fully resolved. | Exports sales invoices to an Excel file with significant issues but achieves some level of data transfer. | Makes an attempt to export sales invoices to an Excel file, though with severe issues in data integrity or formatting. | |
| Task 1: Part B | 4–5 marks | 3.5 marks | 2.5–3 marks | 2 marks | 1–1.5 marks |
| Write a reflection on your experience completing this task.
In your reflection, note the key actions you took to successfully combine the files from the two branches. |
Reflection is comprehensive, providing detailed insights into the experience, including critical actions taken to combine files from two branches. Reflection demonstrates high-level critical thinking and a thorough understanding of the task. | Reflection is detailed, discussing the experience and the actions taken to combine files from two branches. Shows good understanding and critical thinking but lacks depth in some areas. | Reflection covers the basic experience and mentions actions taken to combine files from two branches. Shows understanding but lacks detail and critical analysis. | Reflection mentions the task and some actions taken to combine files from two branches, though it lacks depth and insight. | Makes minimal mention of the attempt to combine files, showing a limited grasp of the task’s demands. |
| Task 2: Part A | 9.5–12 marks | 8–9 marks | 6–7.5 marks | 5–5.5 marks | 1–4.5 marks |
| Use a range of Excel techniques to produce an analysis that will enable the FCG to glean additional insights and visualise patterns in the dataset. (a–d) | Produces four correct pieces of required analysis for Part A tasks a–d without error. Demonstrates mastery of Excel and analytical precision. | Produces the required analysis for Part A tasks a–d with minor errors.
Demonstrates competence with Excel and analytical precision. |
Produces the required analysis for Part A tasks a–d with errors Demonstrates a basic grasp of Excel and analytical precision. | Produces some of the required analysis for Part A tasks a–d with errors. Demonstrates limited mastery of Excel and analytical precision. | Produces at least one piece of analysis related to the task requirements, though with limited relevance or incorrect execution. |
| Use a range of Excel techniques to produce an analysis that will enable the FCG to glean additional insights and visualise patterns in the dataset. (e–f) | Produces two precise and insightful graphs that adeptly visualise critical data points, reflecting excellent graphical skills and data interpretation. | Creates two graphs that generally meet the requirements but have minor issues in clarity or data accuracy, demonstrating good graphical competence with room for refinement. | Graphs produced partially meet the task requirements but lack clarity or precision, showing satisfactory graphical skills and incomplete alignment with analysis needs. | Produces graphs that have notable flaws in relevance or execution. | Produces at least one graph that attempts to meet the task requirements, though the execution is poor and shows limited understanding of the task’s visualisation objectives. |
| Task 2: Part B | 6.5–8 marks | 5.5–6 marks | 4–5 marks | 3.5 marks | 1–3 marks |
| Generate a random sample of 12% of the unpaid invoices to be checked for overdue payment as of 21 April 2025. | Accurately generates a 12% random sample of invoices and uses conditional formatting to highlight those overdue by more than 37 days. Demonstrates excellent understanding and execution of Excel functionalities and the task requirements. | Generates a random sample and applies conditional formatting with minor inaccuracies in identifying or highlighting overdue invoices. Shows proficiency but lacks precision. | Generates a random sample and applies conditional formatting but faces significant issues either in the sample’s accuracy or in correctly identifying overdue invoices. Demonstrates basic understanding but significant errors in application. | Makes a limited attempt at sampling and conditional formatting, achieving partial success in identifying some overdue invoices despite major errors in execution. | Attempts to perform the task with incorrect results but shows effort in trying to apply the sampling and formatting principles required. |
| Task 2: Part C | 4–5 marks | 3.5 marks | 2.5–3 marks | 2 marks | 1–1.5 marks |
| Write a reflection on your experience completing Part (A) and (B).
In your reflection, note the basis for assumptions used to arrive at your provided solutions. |
Reflection is comprehensive, detailing both the methods used and assumptions made in creating pivot tables, Excel functions, and graphs.
Demonstrates high-level critical thinking and a thorough understanding of the tasks, including how assumptions influence outcomes. |
Reflection is detailed and discusses the experience and assumptions related to data analysis and visualisation. Shows critical thinking but lacks depth in explaining the impact of assumptions. | Reflection covers the basic tasks and mentions some assumptions but lacks detail and critical analysis of how these influenced the data results. | Reflection is superficial, briefly mentioning tasks and assumptions, but includes some reflection on the process or challenges faced. | Reflection is minimal but mentions some aspects of the tasks, indicating a limited grasp of the required processes and assumptions. |
| Task 3a | 12–15 marks | 10–11.5 marks | 7.5–9.5 marks | 6–7 marks | 1–5.5 marks |
| Identify and explain five (5) weaknesses of OLL’s revenue cycle. Ensure you explain the potential impact of each weakness identified. | Identifies and thoroughly explains five distinct weaknesses in the organisation’s revenue cycle, providing in-depth analysis and demonstrating a comprehensive understanding of the revenue cycle. | Identifies and explains five weaknesses in the organisation’s revenue cycle, providing a solid analysis but may lack some depth in their explanations. | Identifies five weaknesses in the organisation’s revenue cycle but provides only basic explanations with limited analysis. | Identifies fewer than five clear weaknesses in the organisation’s revenue cycle, with explanations being vague or superficial, but still highlights some potential issues. | The learner identifies fewer than five weaknesses and provides general or incorrect explanations but makes some attempt to connect these to the organisation’s operations. |
| For each identified weakness, clearly articulates the potential impacts on the organisation, provides detailed examples and connect the impacts to broader organisational objectives or performance. | The potential impacts of each weakness on the organisation are described, with examples provided. However, the analysis might not fully explore the broader implications or may lack detail in parts. | The potential impacts of the weaknesses on the organisation are mentioned, but the analysis lacks detail, and the connections to broader organisational implications are not well developed. | Provides some insight into the potential impacts of the weaknesses, albeit with very limited examples. Shows a basic attempt to understand how these weaknesses could affect the organisation more broadly. | Makes an attempt to discuss the impacts of identified weaknesses, though the analysis is minimal and lacks depth or relevance. | |
| The response demonstrates exceptional critical thinking, with insights that show a high level of analysis and understanding. The implications of each weakness are explored in context. | The response shows critical thinking and provides insights into the revenue cycle’s weaknesses and their consequences. | The response includes a very basic level of critical thinking and is mostly descriptive, lacking depth in insight and analysis. | The response shows minimal critical thinking or insight, summarising some information without deeper analysis but includes basic interpretation of data. | The response attempts to provide insight into the revenue cycle’s weaknesses or potential impacts, though it is largely unfocused or incorrect. | |
| Task 3b | 12–15 marks | 10–11.5 marks | 7.5–9.5 marks | 6–7 marks | 1–5.5 marks |
| For each weakness identified in (a), recommend and explain one (1) appropriate control to mitigate each weakness in OLL’s revenue cycle. Ensure you explain how the control mitigates the weakness. | Recommends five highly relevant
and effective controls for mitigating the identified weaknesses in the organisation’s revenue cycle. Each recommendation is well thought out and practical and demonstrates a deep understanding of how to address the specific weaknesses. |
Recommends five controls to mitigate the identified weaknesses, but some recommendations may lack full practicality or a deep connection to the specific weaknesses. | Five controls are
recommended, but they may be somewhat generic or not fully tailored to the specific weaknesses identified. Some recommendations might lack detail or practicality. |
Recommends several
controls but identifies fewer than five appropriate ones. Suggestions may be vague or not directly address the weaknesses, yet some effort to relate to the challenges is evident. |
Makes an effort to recommend controls, though fewer than five, and the recommendations are often too generalised or not directly applicable, but shows basic awareness of the need for controls. |
| For each recommended control, provides a thorough explanation of how it addresses the specific weakness. This includes a detailed analysis of the control’s mechanism, expected outcomes and how it integrates with the organisation’s existing processes. | Explanations are given for each control, detailing how they address the weaknesses. Some details on the mechanism or integration with existing processes may be missing. | The explanations provided are basic and cover how the controls could mitigate the weaknesses but lack depth in analysis and do not fully explore the controls’ integration or effectiveness. | Explanations are limited, with some effort to describe how the controls could work, although lacking in detail and persuasive analysis of their effectiveness. | Provides minimal explanations of the controls, with little connection to their effectiveness or practical implementation, but indicates an attempt to understand their purpose. | |
| The response demonstrates exceptional insight into the revenue cycle and the role of controls within it. | The response shows good understanding and insight but may not fully explore the implications of the controls or consider all potential challenges and benefits. | The response includes a satisfactory level of insight but is mostly descriptive and lacks depth in analysis or consideration of broader implications. | Shows minimal critical thinking or insight, with some generic information summarised without deeper understanding or analysis but attempts to connect the discussion to the task. | Lacks critical thinking and does not provide any real insights into how controls can mitigate the revenue cycle’s weaknesses but makes an effort to identify potential roles of controls. | |
| Task 4a | 12–15 marks | 10–11.5 marks | 7.5–9.5 marks | 6–7 marks | 1–5.5 marks |
| Use the description you have been given by Kamal to create a document flowchart to document the purchases subsystem at KOG | The flowchart is clear and accurate, with all elements correctly labelled and precisely reflecting the subsystem. Symbols are used correctly and consistently throughout the document. | The flowchart is clear and mostly accurate, with minor errors or inconsistencies in labelling or symbol usage that do not significantly impact understanding. | The flowchart conveys the basic processes and documents but has several inaccuracies or unclear labels. Symbol usage is inconsistent or occasionally incorrect. | The flowchart, though unclear, includes some correct elements and labels but has numerous inaccuracies and improper use of symbols, showing an attempt to depict the subsystem’s processes. | Attempts to create a flowchart are evident; however, it largely fails to accurately represent the subsystem, with incorrect symbol usage and numerous labelling errors, but some elements are identifiable. |
| The flowchart is comprehensive, covering all relevant steps, documents and decision points in the subsystem. It includes detailed annotations or descriptions when necessary to clarify processes or decisions. | Covers most of the relevant steps and documents in the subsystem but may miss a few minor details or annotations that could enhance understanding. | The flowchart captures the main steps of the subsystem but lacks detail and misses important processes or documents that are necessary for a full understanding. | Misses significant portions of the subsystem but provides a superficial depiction that includes some key steps, albeit lacking the detail needed for full comprehension. | While failing to cover
critical elements of the subsystem comprehensively, the flowchart shows some effort to document basic processes or documents, though not effectively. |
|
| The document flowchart demonstrates a logical and efficient flow of processes. It is easy to follow and understand the sequence of actions from beginning to end. | The flow of processes is logical and mostly easy to follow, but there may be a few points where the sequence is unclear or could be presented more efficiently. | The sequence of actions is somewhat logical but can be difficult to follow in places due to missing steps or poor layout. | The flow of processes is disorganised but some sequence can be discerned, illustrating an attempt to understand how the subsystem operates, though challenging to follow. | Although the flowchart does not present a logical sequence, there is a rudimentary attempt to document some actions, providing minimal insight into the subsystem. | |
| The flowchart is aesthetically pleasing, has a balanced layout and is easy to read. The use of spacing, alignment and colour (if applicable) enhances understanding and does not detract from the content. | The layout and readability of the flowchart are good, but there may be minor issues with spacing, alignment or use of colour that slightly detract from its overall presentation. | The flowchart’s overall layout is adequate, but issues with spacing, alignment or readability make it more difficult to understand. | Though cluttered or disorganised, the layout includes some correctly aligned or spaced elements, which do not effectively enhance readability but indicate efforts to organise content. | Highly disorganised and visually unappealing, the presentation is challenging but shows attempts at using layout or colour elements, albeit unsuccessfully. | |
| Task 4b | 4–5 marks | 3.5 marks | 2.5–3 marks | 2 marks | 1–1.5 marks |
| Use the information above to prepare a context (Level 0) data flow diagram to document the purchases subsystem at KOG. | The DFD is exceptionally clear and accurate, with all data flows, entities and data stores correctly labelled and precisely reflecting the subsystem. Symbols are used correctly and consistently. | The DFD is clear and mostly accurate, with minor errors or inconsistencies in labelling or symbol usage that do not significantly impact the overall understanding. | The DFD conveys the basic structure of the subsystem but has several inaccuracies or unclear labels. Symbol usage is inconsistent or occasionally incorrect. | The DFD, though unclear, includes some accurate data flows and entities but has numerous inaccuracies and improper use of symbols, showing an attempt to map the subsystem’s data flows. | Efforts to create a DFD are evident; however, it largely fails to accurately represent the subsystem, with incorrect symbol usage and numerous labelling errors, but some elements are identifiable. |
| The DFD is comprehensive, covering all relevant external entities, processes, data stores and data flows. It includes annotations or descriptions when necessary to clarify specific data flows or processes. | Covers most of the relevant entities, processes and data flows but may miss a few minor details or annotations that could enhance understanding. | The DFD captures the main processes and data flows but lacks detail and misses important interactions or elements necessary for a full understanding. | Misses significant portions of the subsystem’s elements but provides a basic depiction that includes some key processes and data flows, albeit lacking the detail needed for full comprehension. | While failing to cover critical elements and data flows comprehensively, the DFD shows some effort to document basic processes or elements, though not effectively. | |
| The diagram is aesthetically pleasing, with a balanced layout that is easy to read. The use of spacing, alignment and colour (if applicable) enhances comprehension and does not detract from the content. | The layout and readability of the DFD are good, but there may be minor issues with spacing, alignment or use of colour that slightly detract from its overall presentation. | The overall layout is adequate, but issues with spacing, alignment or readability make it more challenging to understand. | Though cluttered or disorganised, the layout includes some correctly aligned or spaced elements, which do not effectively enhance readability but indicate efforts to organise content. | Highly disorganised and visually unappealing, the presentation shows attempts at using layout or colour elements, albeit unsuccessfully. | |
| Task 4c | 8–10 marks | 6.5–7.5 marks | 5–6 marks | 4–4.5 marks | 1–3.5 marks |
| Based on your diagram in (b) above, prepare the Level 1 data flow diagram to document the purchases subsystem at KOG. | The DFD is exceptionally clear and accurate, with all data flows, entities and data stores correctly labelled and precisely reflecting the subsystem. Symbols are used correctly and consistently. | The DFD is clear and mostly accurate, with minor errors or inconsistencies in labelling or symbol usage that do not significantly impact the overall understanding. | The DFD conveys the basic structure of the subsystem but has several inaccuracies or unclear labels. Symbol usage is inconsistent or occasionally incorrect. | The DFD, though unclear, includes some accurate data flows and entities but has numerous inaccuracies and improper use of symbols, showing an attempt to map the subsystem’s data flows. | Efforts to create a DFD are evident; however, it largely fails to accurately represent the subsystem, with incorrect symbol usage and numerous labelling errors, but some elements are identifiable. |
| The DFD is comprehensive, covering all relevant external entities, processes, data stores and data flows. It includes annotations or descriptions when necessary to clarify specific data flows or processes. | The DFD covers most of the relevant entities, processes and data flows but may miss a few minor details or annotations that could enhance understanding. | The DFD captures the main processes and data flows but lacks detail and misses important interactions or elements necessary for a full understanding. | The DFD misses significant portions of the subsystem’s elements but provides a basic depiction that includes some key processes and data flows, albeit lacking the detail needed for full comprehension. | While failing to cover critical elements and data flows comprehensively, the DFD shows some effort to document basic processes or elements, though not effectively. | |
| The diagram is aesthetically pleasing, with a balanced layout that is easy to read. The use of spacing, alignment and colour (if applicable) enhances comprehension and does not detract from the content. | The layout and readability of the DFD are good, but there may be minor issues with spacing, alignment or use of colour that slightly detract from its overall presentation. | The overall layout is adequate, but issues with spacing, alignment or readability make it more challenging to understand. | Though cluttered or disorganised, the layout includes some correctly aligned or spaced elements, which do not effectively enhance readability but indicate efforts to organise content. | Highly disorganised and visually unappealing, the presentation shows attempts at using layout or colour elements, albeit unsuccessfully. |
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