## 3 Proposed Business Object Oriented Process Modelling (BOOPM) Framework  
The purpose of proposing a BOOPM framework for improving the business process is to formulate a practical implementation model to enhance business performance and add value to the customer service. To achieve this, our proposed framework will adopt system modelling techniques to identify the business entities, activities and their interconnections. The framework has been adapted from existing methods (BPM and BOOM) and developed with a structured approach for users to facilitate process innovation and improvement [43; 56]. The typical BOOM steps followed by a business analyst in the software development life cycle (SDLC) of an enterprise system are as follows:  
1. initiation: a business case is made for the software project;
2. discovery: eliciting, analysis, and documentation of detailed requirements are done. Testing activities also occur during this step;
3. construction: the software solution is built and if an iterative lifecycle approach is being used on the project, requirements, elicitation, analysis, and documentation continue;* final verification and validation (V&V): the business analyst supports final testing before the completed solution is deployed, reviewing test plans and results and ensuring that all requirements are tested;
* closeout: the business analyst supports the deployment process, reviewing transition plans and participating in a post-implementation review (PIR) to evaluate the success of change management. In BOOPM, we propose a six-step implementation guideline that combines the above five-step BOOM within the six phases of BPM life cycle (Figure 1). The BOOPM consists of activities and techniques of the above standard BOOM approach. When they are carried out in each step, several artefacts with many graphical representations would be created that can be easily understood by the internal and external stakeholders. An overview of the six-step BOOPM framework for process improvement adapted from [20] and [43] is given in Figure 1, and the details of the activities and artefacts determined in each step are described in this section. Table 1 provides an overview of the key artefacts developed in BOOPM framework by integrating the strengths of BPM lifecycle of workflow modelling to include the dataflow dependencies with the salient business object designs of BOOM lifecycle. _Step 1: Business Problem and Requirements Identification_  
This step forms the initiation or preparation phase where the process innovation team (which consists of business analysts, systems analysts and process engineers) is determined and the processes to improve are identified, defining the goals, objectives, and stakeholder expectations of their BPI initiative. The activities undertaken are:  
1. strength-weakness-opportunity-strength (SWOT) analysis: this activity involves analysing the internal strengths and weaknesses of a business process and the external opportunities and threats that may affect the business function. The SWOT analysis provides a quick examination of a business function's current state that can help the organisation to develop an improvement strategy for the future. 2. business function requirements identification: this activity is important for determining a high-level statement of goals, objectives and needs of the business function, identifying both functional and non-functional requirements. 3. developing artefacts: organisation chart, stakeholder maps, context diagram and business use case diagrams depicting the functional scenarios form the key artefacts that will be useful in this step [20]. Organisational charts can be used to identify the functional areas, roles of people and stakeholders involved, their reporting hierarchy, and the new BPI work group required to be created. A stakeholder map depicts the relationship of the stakeholders showing who is responsible for what and how different artefacts get reviewed, approved, and ready for implementation.