Developed by; Research Collaborator;

Assessment Tool
for OSHCI

This project was conducted by the researchers from Faculty of Civil Engineering, Universiti Teknologi MARA, in collaboration
and Department of Occupational Safety and Health (DOSH) Malaysia. Its content, including any opinion and/or conclusion e
 Funded by;

ent Tool for Organisational Capability Ma

or OSHCI(M) (OCM-OSHCI(M)) Practices

Teknologi MARA, in collaboration with researchers from The University of Manchester, UK. The project was funded by Gadang Engineering Sdn Bhd (GESB) (Ref No.
any opinion and/or conclusion expressed, are those of the researchers alone and does not necessarily reflect GESB, TDA and DOSH policy.
START
 Supported by;

bility Maturity
actices

eering Sdn Bhd (GESB) (Ref No. GE/V206/WO/203) with the support from Technology Depository Agency (TDA)
policy.
HOW TO USE THE TOOL?

The Assessment Model for Organisational Capability Maturity for OSHCI(M) (OCM-OSHCI(M)) has been
developed to measure the organisational capability towards the Occupational Safety and Health in Construction
Industry (Management) (OSHCI(M)) practices over time, and to identify the strengths and weaknesses related to the
OSHCI(M) attributes within the organisation.
The OCM-OSHCI(M) is an excel spreadsheet-based questionnaire that enables respresentatives from organisations
to assess their OSHCI(M) capability in accordance to the six (6) key elements (KEs) of OSHCI(M) organisational
capability measurement descriptors (i.e. Competency, Corporate Experience & Recognition, Collaboration,
Infrastructure & Infostructure, Strategy and System). It acts as a platform for organisations to measure and reflect on
the way/ level their organisations relate to each of the KEs and to further strategise towards incorporating successful
OSHCI(M) practices. In addition, the OCM-OSHCI(M) captures insights into the multi-dimensional practices (i.e. the
6 KEs), subsequently providing a point of reference for continuous improvement.

Descriptions for the functional tabs within the OCM-OSHCI(M) are given as follows:

Content tab: Displays the overall structure of the model, with clickable links that allows for navigation throughout the
different parts of the model.
Assessment Model tab: For the use of organisational representatives in conducting the assessment. Each KEs
contains certain number of key indicators and its respective taxonomy descriptions for the different maturity levels.
For each KEs, i.e. for each line in the Assessment Model tab, the user should refer to the key indicators and its
taxonomy description level, where the user has to provide the relevent scoring in column 'Your Score' based on the
5-Likert scale, and the results will automatically appear either as Unrecognised, Preliminary, Implemented,
Integrated or Strategic in column 'Proposed taxonomy capability maturity level'. Generic details regarding the
rating scores are provided in the table located at the bottom of this tab. An illustration of the scale of practice can be
found in column 'Gap Analysis' in the form of a scale displaying both Maximum score (score 5, green dot) and the
rating provided by the user (blue dot). The scores obtained from each of the key indicators in their respective KEs are
then presented in the Summary Output tab.
Summary output: Summarizes and displays the score for each of the key indicators in their respective KEs
(calculated based on their weightings) as well as the organisation's overall OSHCI(M) capability maturity level.
Graph Result: Provide a graphical representation of the assessment results for the key indicators of OSHCI(M)
organisational capability in the form of spider web diagram.
Summary Report: Provides a structured representation of the OSHCI(M) organisational capability information and
can be used as a point of reference for further discussion with the top management in the drive towards continuous
improvement. The report also could be used to facilitate the assessment of organisational capability as required in
OSHCI(M).

The results do require careful analysis for correct interpretation. If you would like to use this Model within your
organisation or to have more information, please contact Assoc. Prof. Dr. Che Khairil Izam Che Ibrahim via email or
telephone at [email protected] or 0124947874.
 BACKGROUND INFORMATION
HCI(M)) has been
ealth in Construction
eaknesses related to the ASSESSOR NAME Amirah 'Izzah binti Azmi

atives from organisations DESIGNATON

HCI(M) organisational COMPANY Gadang Engineering (M) Sdn Bhd
, Collaboration,
o measure and reflect on MAIN OFFICE ADDRESS Wisma Gadang, No. 52, Jalan Tago 2, Off Persiaran Sri Damansara
incorporating successful STATE Kuala Lumpur
sional practices (i.e. the
POSCODE 52200
MOBILE NO 013-7795268
EMAIL ADDRESS [email protected]
navigation throughout the YEARS OF EXPERIENCE 3
sessment. Each KEs ORGANISATION (e.g., developer,
ifferent maturity levels. government agency, consultant, contractor)
y indicators and its
our Score' based on the
y, Implemented, PROFESSIONAL DISCIPLINE (e.g., Civil &
c details regarding the Structural, Architect, Mechanical & Electrical,
scale of practice can be Quantity Surveyor)
ore 5, green dot) and the
n their respective KEs are PROFESSIONAL QUALIFICATION (e.g., Ir,
Ar, Sr,Ts)
r respective KEs
bility maturity level.
cators of OSHCI(M) PROJECT TITLE

pability information and PROJECT START DATE

rive towards continuous PROJECT END DATE
apability as required in
PROJECT CURRECT STATUS (%)
DATE OF ASSESSMENT

Model within your

Che Ibrahim via email or

CONTENT
Off Persiaran Sri Damansara
 Assessment Tool for Organisational Capab

Worksheet (Click to Navigate)

MAIN PAGE

OVERVIEW

CONTENT

ASSESSMENT MODEL

SUMMARY OUTPUT

GRAPH RESULT

SUMMARY REPORT
ment Tool for Organisational Capability Maturity for OSHCI(M) Practices

Descriptions

Cover page

Background Information and Descriptions of theTool

Table of contents
Assessment Tool for Organisational Capability Maturity for OSHCI(M) Practices

Data summary of aggregated category scoring

Grapical Presentation of the Results

Summary of the overall report

START
START
Practices
Organisational Capability Maturity for OSHCI(M) Practices

Main Element/ Indicator

Element 1 Competency
OSHCIM skills of designer

E 1.1 Designer successfully demonstrate skills (e.g., hazard recognition, risk analysis, ICT-
enabled tools, financial analysis and collaboration) necessary for OSHCI(M)
independently (without supervision) and will be able to facilitate others

OSHCIM knowledge of designer

E 1.2 Designer would be able to demonstrate analysis, synthesis, evaluation and creation
of tacit and explicit knowledge related to OSHCI(M)

OSHCIM experience of designer

E 1.3 Designer would have successfully practised a set of attributes (e.g., design,
construction site, PtD tools) necessary for OSHCIM on a wide variety of projects

OSHCIM continuous professional development (CPD) training for designer

E 1.4
 E 1.4 Providing OSHCI(M) continuous professional development (CPD) training (e.g.,
educational, management, professionalism, technology) for designer.

Designer access to competent advice

E 1.5 Access of designer to in-house or external competent OSH,

construction/constructability and maintainability advice

Designer recruitment and role definition

E 1.6 Clear definition of roles and responsibilities for designer at various levels as well as
the recruitment of designer into the appropriate positions

Element 2 Corporate Experience & Recognition

Company / design office experience & recognition

E 2.1 Having experience in certain number of projects that implement OSHCIM practice.
Receives good testimonials / awards / recognitions in respect to OSHCI(M).

Element 3 Collaboration
Intra-organisational collaboration

E 3.1
 E 3.1 The ability of various design units/sections/departments
within organisation to collaborate to implement OSHCI(M) on projects

Inter-organisational collaboration

E 3.2 The ability of design firm (as a unit) to collaborate with other organisations (i.e.
project stakeholder) on a project to implement OSHCI(M)

Element 4 Infrastructure and Infostructure

Information communication technology (ICT) resources

E 4.1 Providing related Information and communication technology (ICT) resources (i.e.
computing and ICT facilities (including hardware and software)) as foundational
platform to support OSHCIM implementation

Physical work resources

E 4.2 Providing physical work resources (i.e., conducive workstation, workspace/workplace

environment, and equipment/materials) that support OSHCIM activities

Element 5 Strategy
Company policy in relation to OSHCIM

E 5.1
 E 5.1 Company has a policy on OSHCI(M) setting out the intention(s) on OSHCIM and
recognising that OSHCIM is an integral part of a design workflow, productivity and
competitiveness.

Top management commitment to OSHCIM

E 5.2 Unwavering and clearly visible commitment by company senior management to

OSHCI(M). Commitment is aligned to company policy on OSHCI(M)

Research and innovation

E 5.3 Research and innovation are central to organisational strategy. Research and
innovation in relation to OSHCI(M) are institutionalised and considered as a core
measure of operational excellence.

Element 6 System
Design quality management

E 6.1 Design quality management becomes an integral part of design workflow and central
to ensuring conformance of design to proposed OSHCIM solutions on projects

Design risk management

E 6.2
E 6.2 Design risk management becomes an integral part of design methodological
framework

Project review

E 6.3 OSHCI(M) related lessons, sharing and re-use of lessons become institutionalised and
central to decision making

Management of outsourcing/subcontracting of designers/consultants

E 6.4 Assessment of competence and performance of outsourced design services become

formalised, well-structured and such assessment inform future selection/use of
outsourced services
Maximum Score
5
 1
Unrecognised

Designers do not have the necessary OSHCI(M) skills

Designers do not have the knowledge necessary for OSHCI(M).

Designers do not have the experience necessary for OSHCI(M).

 No provision of OSHCI(M) training for design staffs.

No access to competent OSH and construction/ constructability and

maintainability advice.

No role definition for company staff. No structured recruitment process

exists for recruitment of design staff.

Company has no experience of OSHCI(M).

Company has not received any good testimonials / awards / recognitions in
respect to OSHCI(M).
Design units (DUs) within the company are solely concerned with their own
responsibilities and lack a shared vision regarding OSHCI(M).

Company shows no commitment to the shared OSHCIM vision of projects

they are involved in.

No or very little ICT resources to support OSHCI(M).

Very limited physical work resources that enable design staff to perform
design tasks (including OSHCIM related task).
 No policy on OSHCI(M).

No commitment by company senior management to OSHCI(M).

Research and innovation in relation to OSHCI(M) is not recognised as

opportunities for improving OSHCI(M).

No processes/ procedures for design quality management.

 No processes for design risk management.

Company has no processes/procedures for capturing lessons learned in

order to facilitate future improvements in OSHCI(M).

No system/ procedure is used in appointing competent designers/

consultants.
No monitoring/ assessment of the performance of outsourced designers/
consultants.
Drop-Down List for Input Scores
Element 1.1
Element 1.2
Element 1.3
Element 1.4
Element 1.5
Element 1.6
Element 2.1
Element 3.1
Element 3.2
Element 4.1
Element 4.2
Element 5.1
Element 5.2
Element 5.3
Element 6.1
Element 6.2
Element 6.3
Element 6.4
 Description of the Capability

2
Preliminary

Designers able to demonstrate the necessary OSHCI(M) skills with

supervision.

Designers aware of the terminologies, concepts, etc.

Designers practically applied skills and knowledge necessary for OSHCI(M)

on a single, simple or small project.
 Rare provision of OSHCI(M) training for design staffs.

Limited access to competent OSH and construction/ constructability and

maintainability advice.

Roles of company design staff are vaguely defined. Design staff recruitment
rarely follows a structured process.

Company has limited experience of OSHCI(M).

Company has received limited good testimonials / awards / recognitions in
respect to OSHCI(M).
 DUs take limited interest in OSHCI(M) (or construction OSH in general)
issues that are outside of their own immediate area of responsibility.

Company shows limited commitment to the shared OSHCIM vision of

projects they are involved in.

ICT resources that support design function (including OSHCIM) are available
but not standardised across company.

Limited physical work resources that enable design staff to perform design
tasks (including OSHCIM related task).
 Vaguely worded policy statement or out-of-date policy statement on
OSHCI(M).

Limited commitment by company senior management to OSHCI(M).

Research and innovation in relation to OSHCI(M) is recognised as

opportunities for improving OSHCI(M) but not exploited or exploited only to
a minimal extent.

Rare use of design quality management processes/procedures within

company.
 There is use of generic processes to identify and manage design OSH risks.
Principles of prevention are poorly understood and have limited application.

Company's processes/procedures for capturing and disseminating lessons

learned are characterised by poor/unstructured record keeping and
inconsistent data. Records of lessons are rarely used for OSHCI(M) decision
making.

Rare use of a system/ procedure in appointing competent outsourced

designers/ consultants. Rare monitoring/ assessment of the performance of
outsourced designers/ consultants.
Unrecognised
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
 Description of the Capability

3
Implemented

Designers able to demonstrate the necessary OSHCI(M) skills with minimal

supervision.

Designers able to describe, discuss and explain the terminologies, concepts,

etc.

Designers practically applied skills and knowledge necessary for OSHCI(M)

on a number of projects.
 Occasional provision of OSHCI(M) training for design staffs.

Occasional access to competent OSH and construction/ constructability and

maintainability advice.

Roles of company design staff are somewhat well-defined. Design staff

recruitment sometimes follows a structured process, and it is usually
reactive.

Company has some experience of OSHCI(M).

Company has received some good testimonials / awards / recognitions in
respect to OSHCI(M).
 Collaboration between DUs is mainly reactive: collaboration mainly occurs
only if asked for in order to fulfil tasks.

Collaboration by company with other project team members is usually only

reactive.

ICT resources that support design function (including OSHCIM) are available
and standardised across company.

Sufficient physical work resources that enable design staff to perform design
tasks (including OSHCIM related task).
 Clear company policy setting out the intention(s) on OSHCI(M)
The policy has been communicated within the organisation, but
managers/supervisors and staff have inconsistent interpretations and
applications of the policy.

Partial commitment by company senior management to OSHCI(M).

Research and innovation in relation to OSHCI(M) are recognised as

opportunities for improving OSHCI(M) and have partially been exploited.
Research and innovation have some management support.

Occasional and reactive use of design quality management

processes/procedures within company.
 Application of processes to identify and manage design OSH risks focus on
the most significant and obvious risks. OSH risks are considered in isolation
and risks arising from the interface of designs or from site constraints are
given scant attention. There is some tendency to rely on contractors to
reactively manage risks rather than considering design solutions to
proactively eliminate or mitigate the risks. Design OSH risk management is
seen as a specialist or stand-alone function.

Company's processes/procedures for capturing and disseminating lessons

learned are characterised by well-structured record keeping and good
quality information. Records of lessons are sometimes relied on for
OSHCI(M) decision making.

Occasional and reactive use of a system/procedure in appointing competent

outsourced designers/ consultants. Occasional and reactive monitoring/
assessment of the performance of outsourced designers/ consultants.
Preliminary
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
 4
Integrated

Designers able to demonstrate the necessary OSHCI(M) skills without

supervision.

Designers able to apply, demonstrate, illustrate and use the terminologies,

concepts, etc.

Designers practically applied skills and knowledge necessary for OSHCI(M)

on a wide variety of projects.
 Frequent provision of OSHCI(M) training for design staffs.

Consistent and ready access to competent OSH and construction/

constructability and maintainability advice.

Most of the roles of company design staff are well-defined. Design staff
recruitment often follows a structured process and it is usually proactive.

Company has considerable experience of OSHCI(M) for several examples of

projects of varying complexity.
Company has received considerable numbers of good testimonials /
awards / recognitions in respect to OSHCI(M).
 Collaboration between DUs occur proactively in order to fulfil tasks.

Collaboration by company with other project team members is usually

proactive in order to ensure effective delivery of OSH and other project
objectives.

ICT resources that support design function (including OSHCIM) are widely
available, standardised and managed according to a resource plan.

Sufficient and well organised physical work resources that enable design
staff to perform design tasks (including OSHCIM related task).
 Clear company policy setting out the intention(s) on OSHCI(M).
The policy is well communicated within the organisation and to external
stakeholders. The policy is consistently interpreted and applied the same
way by all managers/supervisors and staff.

Firm commitment by company senior management to OSHCI(M). Show of

commitment is aligned to company’s policy on OSHCI(M).

Research and innovation are recognised as opportunities for improving

OSHCI(M) and are fully exploited. Research and innovation in relation to
OSHCI(M) have strong management support and are integrated into the
work environment and practices.

Consistent application of design quality management processes/procedures

within company. Design quality management processes/procedures are an
integral part of design workflow within organisation.
 There is consistent application of processes to help designers identify,
manage and communicate design OSH risks. These processes enable
designers to adequately identify and respond to design OSH risks arising
from the interface of designs or site constraints. The principles of
prevention are well-understood and applied in a considered, consistent and
pragmatic manner. Design OSH risk management is seen as an integral
design function rather than a specialist or stand-alone function.

Company's processes/procedures for capturing and disseminating lessons

learned are characterised by advanced digital technologies, routine and
well-structured record keeping as well as consistently high-quality
information. Records of lessons are consistently relied on for OSHCI(M)
decision making.

Regular and proactive use of a structured system in appointing competent

outsourced designers/ consultants. Regular and proactive monitoring/
assessment of the performance of outsourced designers/ consultants.
Implemented
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
 5 Your Score
Strategic

Designers able to demonstrate the necessary OSHCI(M) skills without

supervision and being able to supervise/manage others. 4

Designers able to judge, appraise, compare, distinguish, design, formulate,

propose and test the terminologies, concepts, etc. 3

Designers practically applied skills and knowledge necessary for OSHCI(M)

on a vast number of complex projects. 1
 OSHCI(M) trainings are integral to the organisation's human resource
development strategy/plan and are embedded within the organisation's
human resource development practices.
3

Consistent and ready access to competent OSH construction/

constructability and maintainability advice are integral to and embedded
within organisation's operations.
1

All the roles of company design staff are well-defined. Design staff
recruitment always follows a structured process and it is also informed by a
staff recruitment plan which is aligned to the wider organisational human 5
resource strategy.

Company has vast experience of OSHCI(M) for projects of varying

complexity.
Company has received vast good testimonials / awards / recognitions in 1
respect to OSHCI(M).
 There is familiarity, mutual trust and constructive collaboration across DUs
(i.e. where ideas, proposals, solutions, and practices regarding OSHCI(M) or
construction OSH in general are shared and constructively challenged where
necessary) in order to harness and continuously improve collective
1
expertise.

Company continuously develops and sustains long-term collaborative

working relationships with other organisations in order to harness and
continuously improve collective expertise relevant for OSHCI(M).
1

Cutting-edge ICT resources that support design function (including OSHCIM)

are available, standardised and considered as a core measure of operational
excellence.
1

Company considers its physical work resources to be integral to the

organisational performance and competitiveness. 1
 Clear company policy setting out the intention(s) on OSHCI(M) and
recognising that OSHCI(M) is not a separate/add-on task but an integral part
of a design work flow, productivity and competitiveness. Policy is consistent
with other best-performing organisations' policies. Policy is reviewed 1
regularly to drive continuous improvement that is in line with the best-
performing organisations.

Unwavering and clearly visible commitment by company senior

management to OSHCI(M). Show of commitment is aligned to company’s
policy on OSHCI(M).
1

Research and innovation are central to organisational strategy. Research

and innovation in relation to OSHCI(M) are institutionalised and considered
as a core measure of operational excellence.
2

Design quality management processes/procedures, including the concept of

"right the first time", are institutionalised within the company and are
considered as a measure of operational excellence.
1
 Design risk management processes/procedures are institutionalised within
the company and are considered as a core measure of operational
excellence. Company is seen as an industry thought leader in design risk
management. Design risk management processes/procedures are routinely 1
reviewed to drive continuous improvement that is in line with industry best-
performing organisations.

Processes/procedures for capturing and disseminating lessons learned are

institutionalised within the company and are considered as a core measure
of operational excellence. Processes/procedures for capturing and
disseminating lessons learned are routinely reviewed to drive continuous
1
improvement that is in line with industry best-performing organisations.

Competence and performance assessment of outsourced designers/

consultants are integral to and embedded within the organisation's
performance management. Competence and performance assessment
systems/ procedures are reviewed to ensure their up-to-date suitability and
1
continuous improvement.
Integrated Strategic
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
4 5
 Proposed taxonomy
Gap Analysis capability maturity level

Integrated

Implemented

Unrecognised
Implemented

Unrecognised

Strategic

Unrecognised
Unrecognised

Unrecognised

Unrecognised

Unrecognised
Unrecognised

Unrecognised

Preliminary

Unrecognised
Unrecognised

Unrecognised

Unrecognised
 Evidence / Rational Scoring Possible Improvement Ideas

For each of the key indicator of OSHCI(M) organisational capability, b

Briefly describe some examples where your organisation does
organisation can improve towards making them more adept to each of t
DEMONSTRATE each of the indicators
improvement ideas and likey inhibitor
 Likely Inhibitor

CI(M) organisational capability, briefly describe how the

g them more adept to each of the indicators. List possible
ent ideas and likey inhibitor

MAIN PA

OVERVI
OVERVI

CONTEN

ASSESSM

SUMMA
 SUMMA
OUPU

GRAPH RE

SUMMA
REPOR
REPOR
 AIN PAGE

OVERVIEW
OVERVIEW

CONTENT

SSESSMENT

UMMARY
UMMARY
OUPUT

APH RESULT

UMMARY
REPORT
REPORT
 Assessment

Category

E 1.1
E 1.2
E 1.3
COMPETENCY
E 1.4
E 1.5
E 1.6
CORPORATE EXPERIENCE &
E 2.1 RECOGNITION
E 3.1
COLLABORATION
E 3.2
E 4.1 INFRASTRUCTURE AND
E 4.2 INFOSTRUCTURE
E 5.1
E 5.2 STRATEGY
E 5.3
E 6.1
E 6.2
E 6.3 SYSTEM
E 6.4

OVER
 Assessment Model for Organisational Capability Mat

Category

OSHCIM skills of designer

OSHCIM knowledge of designer
OSHCIM experience of designer
OSHCIM continuous professional development (CPD) training for designer
Designer access to competent advice
Designer recruitment and role definition

Company / design office experience & recognition

Intra-organisational collaboration
Inter-organisational collaboration
Information communication technology (ICT) resources
Physical work resources
Company policy in relation to OSHCIM
Top management commitment to OSHCIM
Research and innovation
Design quality management
Design risk management
Project review
Management of outsourcing/subcontracting of designers/consultants

OVERALL OSHCI(M) CAPABILITY MATURITY LEVE

GRAPH RESULT
Table 1. Rating Score
1
2
3
4
5
ability Maturity for OSHCI(M) Practices

Stage of Implementation

Proposed taxonomy capability Weightings of the

Your Score
maturity level respective KDs
4 Integrated 0.238
3 Implemented 0.286
1 Unrecognised 0.19
3 Implemented 0.143
1 Unrecognised 0.095
5 Strategic 0.048

1 Unrecognised 1

1 Unrecognised 0.667
1 Unrecognised 0.333
1 Unrecognised 0.667
1 Unrecognised 0.333
1 Unrecognised 0.333
1 Unrecognised 0.5
2 Preliminary 0.167
1 Unrecognised 0.2
1 Unrecognised 0.4
1 Unrecognised 0.3
1 Unrecognised 0.1

TOTAL 6

URITY LEVEL

ULT
Unrecognised 1
Preliminary 2
Implimentated 3
Integrated 4
Strategic 5
 Index Value Index Value

0.952
0.858
0.19
0.429
0.095
0.24

0.667
0.333
0.667
0.333
0.333
0.5
0.334
0.2
0.4
0.3
0.1

1.322

UNRECOGNISED
OVERALL PERFORMANCE
1 UNRECOGNISED
2 PRELIMINARY
3 IMPLEMENTED
4 INTEGRATED
5 STRATEGIC
Managemen
 Design risk management

Design quality management

Research and innovation

Top management commitment to OSHCIM

Company policy in rela

 GRAPH RES

OSHCIM skills of designer

Management of outsourcing/subcontracting of designers/consultants OSHCIM know

Project review
 Design risk management

nagement

nnovation
t commitment to OSHCIM

Company policy in relation to OSHCIM

Physical work resources Inter-organisa

Information communication technology (ICT) resources

APH RESULT

OSHCIM knowledge of designer

OSHCIM experience of designer

OSHCIM continuous professional development (CPD) training for designer

Designer access to competent advice

Designer recruitment and role definition

 Company / design office experience & recognition

Intra-organisational collaboration

Inter-organisational collaboration

sources
SUMMARY REPORT
designer
ORT
Legend:
1 Unrecognised
2 Preliminary
3 Implementation
4 Integrated
5 Strategic
ASSESSOR NAME Amirah 'Izzah binti Azmi
PROJECT START DATE 0
PROJECT END DATE 0
DATE OF ASSESSMENT 0

Main Element/ Indicator

OSHCIM skills of designer

OSHCIM knowledge of designer
OSHCIM experience of designer
OSHCIM continuous professional development (CPD) training for designer
Designer access to competent advice
Designer recruitment and role definition
Company / design office experience & recognition
Intra-organisational collaboration
Inter-organisational collaboration
Information communication technology (ICT) resources
Physical work resources
Company policy in relation to OSHCIM
Top management commitment to OSHCIM
Research and innovation
Design quality management
Design risk management
Project review
Management of outsourcing/subcontracting of designers/consultants

OVERALL CAPABILITY MATURITY

OCM for OSHCI(M) =

Competency
0.286 x OSHCIM knowledge of designer + 0.238 x OSHCIM skills of designer + 0.190 x OSHCIM experience of designer +
continuous professional development (CPD) training for designer + 0.095 x Designer access to competent advice + 0.04
recruitment and role definition
Corporate Experience
1.000 x Company/design office experience
Collaboration
0.667 x Intra-organisational collaboration + 0.333 x Inter-organisational collaboration
Infrastructure & Infostructure
0.667 x Physical work resources + 0.337 x Information communication technology (ICT) resources
Strategy
0.5 x Top management commitment to OSHCIM + 0.333 x Company policy in relation to OSHCIM + 0.167 x Research an
System
0.4 x Design risk management + 0.3 x Project review + 0.2 x Design quality management + 0.1 x Management of
outsourcing/subcontracting of designers/consultants
 SUMMARY REPORT
1 2
UNRECOGNISED PRELIMINARY

CURRENT STATE UNRECOG

Proposed taxonomy capability

Assessment Model for Organisa
maturity level for OSHCI(M)

Integrated
Implemented
Unrecognised
Implemented
Unrecognised
Strategic
Unrecognised
Unrecognised
Unrecognised
Unrecognised
Unrecognised
OSHCIM
Unrecognised Management of outsourcing/subcontracting of designers/consultants
Unrecognised Project review
Preliminary
Unrecognised
Design risk management
Unrecognised
Unrecognised
Design quality management

Research and innovation

 Design risk management

Unrecognised Design quality management

UNRECOGNISED
Research and innovation

Top management commitment to OSHCIM

Company policy in relation to OSHCIM

Physical work resources

Information communic
IM experience of designer + 0.143 x OSHCIM
s to competent advice + 0.048 x Designer

ources
SHCIM + 0.167 x Research and innovation

0.1 x Management of
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IMPLEMENTATION INTEGRATED STRATEGIC

UNRECOGNISED MAIN PAGE

Model for Organisational Capability Maturity

for OSHCI(M) Practices OVERVIEW

CONTENT

ASSESSMENT

SUMMARY
OUTPUT

OSHCIM skills of designer

GRAPH RESUL
acting of designers/consultants OSHCIM knowledge of designer

Project review OSHCIM experience of designer

5
SUMMARY REPO
k management OSHCIM continuous professional development (CPD) training for designer

anagement Designer access to competent advice

nnovation Designer recruitment and role definition

 5
k management OSHCIM continuous professional development (CPD) training for designer

anagement Designer access to competent advice

nnovation Designer recruitment and role definition

ent to OSHCIM Company / design office experience & recognition

n relation to OSHCIM Intra-organisational collaboration

Physical work resources Inter-organisational collaboration

Information communication technology (ICT) resources

Legend:
1
2
3
4
5
 MAIN PAGE

OVERVIEW

CONTENT

ASSESSMENT

SUMMARY
OUTPUT

GRAPH RESULT

SUMMARY REPORT
end:
Unrecognised
Preliminary
Implementation
Integrated
Strategic