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CSC333- Information Systems

Week-12 Lecture-20
Semester- 4 Spring 2018
Prepared by:

Muhammad Zulkifl Hasan

Senior Lecturer

MSc Comp NW (UK), BS TE (UMT)

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Overview of Previous Lectures

 In our last lecture, we have discussed about:

 Why need Object-Orientation?
 Object Oriented Analysis

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Preamble

 In our todays lecture we will be discussing about:

 Object
 Classes
 Inheritance
 Encapsulation
 Polymorphism
 What is Business Process Reengineering?

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Object Oriented Analysis and Design

 There are some terms important to explaining the concept object oriented analysis and design.
 Object
 An object can be defined as “A concept, abstraction, or thing with crisp boundaries and meaning of the
problem at hand. Objects serve two purposes, they promote understanding of the real world and provide a
practical basis for computer implementation.” Rumbaugh et al. (1991)
 Classes
 A class is defined as “The purpose of a class is to specify a classification of objects and to specify the features
that characterize the structure and behavior of those objects.”
 Attributes & Methods
 Attributes are the characteristics of object / class and methods are the operations related to the object / class.
 In order to explain concepts of Class, Object, Attribute, Method, etc, let's consider an example. A company may
be interested in creating a database for better customer relationships. For this purpose the company may plan to
create a database in the following manner.

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Inheritance

 Inheritance is usually identified by the phrase "is a kind of.” For example, the term “automobile "
is a generalization of “van”, “car“, “truck", and many others. Conversely, we can say that since
cars are automobiles so they inherit all the properties common to all the automobiles e.g.
engine, steering, etc. but capacity and type of engine, size of steering will be different from
each class, based on these differences sub-classes are created. Two concepts are used in
relation to inheritance; generalization and specialization.
 Classification is hierarchical in nature, a vehicle may be classified as truck or car, a car may
further be Sub classified as hatchback or sedan or sports or SUV. Moving up the hierarchy is
terms as generalization and down the hierarchy is referred to as specialization.

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 A real customer such as “ABC Company" is an object/instance of the class of customers. If you
have different kinds of customers, such as domestic, commercial and industrial, you can create
three new classes of customers that are derived from of the Customer class. These derived classes
use inheritance to gain access to all of the common customer class attributes and methods.
Special attributes which are unique to each class can also be defined.

 Message-Passing

Several objects may collaborate to fulfil each system action. For example, “Record CD sale” is a
process, which could involve a CD stock item, a sales transaction, a sales assistant, etc. These objects
involved in the process of CD sale communicate by sending each other message.

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Encapsulation

 Encapsulation means information hiding. For instance, when the Play Button is pressed, the
tape is played.
However the actual process of how the tape is played is not visible. Another example can
be given of banking software. The banking software contains an option of computation of
profit, when the option is activated the amount is computed as and when required,
however, the actual steps when performed remain invisible to the user.
 Polymorphism
Following example will help understand the concept in a better manner.

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 Hence based on the example given above, the concept can be defined. Polymorphism is a derived from
Greek language meaning "having multiple forms"). Polymorphism is the characteristic of being able to assign a
different meaning or usage to something in different contexts - specifically, to allow an entity such as a variable,
a method, or an object to have more than one form.
 What is Business Process Reengineering?
 “Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.”
(Hammer & Champy, 1993)
 The focus of this technique or method is to smooth the procedures and approaches undertaken by various
departments of an organization to achieve their respective objectives. The term rethinking refers to the idea of
firstly studying and then analyzing all or any of the processes to any extent depending on the need and
objective of change. The objectives to be achieved according to this definition are to qualitatively enhance
the efficiency and quality of delivery and production of goods and services. to achieve qualitative
improvement in the handling of production, procedural and customer related matters.
 The concept of business process reengineering can be understood in the following manner. “The analysis and
design of workflow and processes within and between organizations“ (Davenport and Short, 1990).

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 The definition adds another aspect to the definition. It extends the concept of BPR by
studying the links of various procedures used by and between organizations. A number of
processes undertaken within the organization may have links with external organizations
either as input or output. For example, raw material purchases from suppliers are an integral
part of planning, production and sales. Hence making the supplier.
 more efficient to deliver on time becomes critical, industrial customers placing regular huge
volume orders in accordance with theirs own plans. You as the supplier need this
information to input into your own planning.

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Competitive Advantage

 One of the main goals of introducing BPR is to provide a competitive edge to the business and that can
only be achieved by providing a better product in a timely fashion to the customers in accordance with their
needs.
For Example, a petroleum company might be faced with issues such as, the product is being tampered with
before delivery to points of sale, and the gasoline is not being delivered on time to the points of sale, the
issues to be dealt at the dealer-owned-petrol pumps. Question: Why should it be worried, if at all?

 The company may after the process review resolve the above stated issues such as redefining the design of
the containers/tanker, installing tracking devices on the delivery vehicles, setting up Company owned points
of sale, eliminating storage depots and ensuring timely direct deliveries to POS, etc.
While use of BPR helps an organization in gaining competitive advantage in the use of processes,
effectiveness and efficiency should also be kept in mind.

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 Effectiveness
By effectiveness, it is meant that how effective is the manner in which the product or service is
offered to the customer? This may include packaging, advertising, creating customer loyalty,
timely availability in the market, understanding customer needs & requirements related to the
particular product or service being offered.
 Efficiency
The concept relates to not only how efficiently a quality product is manufactured, packed,
stored and delivered to customers/points of sale but also how quickly are customer
complaints responded to, in what manner are they removed, what is the cost of not doing so
as to be compared to the cost of not doing so, and how it can be made more efficient.
Efficiency is not just about being efficient at the production floor level but the decision making
at management level also has to be efficient. Customer might not be able to see all of the
process but he can see the efficiency coming out of it.

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 Major steps in BPR

Senior managers may begin the task of process alignment by a series of BPR steps. These steps
develop a self-reinforcing cycle of commitment, communication, and culture change. The steps may
include gaining commitment to change through the formulation of the top team, developing a
shared vision and mission of the business and of what change is required, defining the measurable
objectives, which must be agreed by
the team, as being the quantifiable indicators of success in terms of the mission, identify the Critical
Success Factors (CSF’s) based on the mission of the organization.
 Following steps should be followed to implement BPR.
• Break down the CSF’s into the key or critical business processes and gain process ownership.
• Break down the critical processes into sub-processes, activities and task and form the teams
around these.
• Re-design, monitor and adjust the process-alignment in response to difficulties in the change
process.

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Learning Outcomes

 In this lecture we have discussed about:

 Object
 Classes
 Inheritance
 Encapsulation
 Polymorphism
 What is Business Process Reengineering?

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Q&A
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References

 These lecture notes were taken from following source:

 1. Wikipedia entry on "Information Systems," as displayed on Jan 27, 2018. Wikipedia: The
Free Encyclopedia. San Francisco: Wikimedia
Foundation. http://en.wikipedia.org/wiki/Information_systems_(discipline)
 2. Excerpted from Information Systems Today - Managing in the Digital World, fourth
edition. Prentice-Hall, 2010
 3. Excerpted from Management Information Systems, twelfth edition, Prentice-Hall, 2012

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