協調是營建工程成功的關鍵因子，惟營建專案之獨特性及工程人員的習慣，協調未有效規劃，往往忽略付出的時間與高協調成本，工程成效也不如預期。本研究建立營建工程的協調模式並找出協調運作機制，首先由組織理論導出工作的不確定性(U)與模糊性(E)造成協調需求，工程師運用不同的工作方式提供協調供給；然後選取十個捷運施工專案，使用專案性質與環境問卷以衡量U&E，並設計表格調查工程師不同協調方式的時間分配。再依協調方式特性，設計協調目的與品質問卷題目，包括協調目的達成率、頻率或篇幅、內容適當性、參與者態度、可否被取代等，據以訪談其中七個承包商，調查協調方式實際使用情形。
專案性質調查顯示施工績效與其U&E的高低無關，十個專案的不確定性皆大於模糊性，表示工程的資料收集、分析、整理需要還是多於溝通協調。另外於U&E五個來源中，作業相依性與專案環境得分平均高於中間值，顯示工程的介面造成較多U&E。研究案例所使用的九種協調方式中，視察花最多時間(24.7%)，公文處理次之(24.2%)，會議佔13.3%。
協調目的與品質調查結果發現，計畫書、進度表及合約文件等書面溝通彈性較小，使用時較能達到協調目的。而會議、非正式討論及視察等口頭溝通與公文處理可有較多目的，掌握不易。承包商認為書面協調及視察很重要，取代率低於40%，但目的達成率高於80%，表示此等協調方式應認真執行。而會議及公文處理之目的達成率高，但取代率高，可斟酌使用。非正式討論、公文、計畫書及報告（表）的頻率、篇幅過多，可予以減少。
綜合協調需求與供給，以及協調目的及品質的分析結果，找出協調關鍵在於對模糊性的處理。承包商與業主、內部、分包商之實際協調時間應與其需求一致，協調目的亦須配合U&E調整。營建工程應依工作模糊性高低，選擇適當協調方式與協調目的。當模糊性高時，須先降低模糊性，減少定義不清或衝突的解釋，口頭溝通時間應多於書面溝通，協調目的應有較多的帶領與指示、討論與澄清，以及建立或維持關係；模糊性低時，協調工作以降低不確定性為優先考量，須蒐集較多的資訊，應有較多的書面溝通時間，且協調目的應有較多的促進工作進行、控制工作與分享資訊。又協調方式使用時應注重品質與提高目的達成率，以提昇營建專案之績效。
協調運作機制根據前述發現整理導出，應用於實際工程上，可分為規劃與執行二階段，規劃在調查協調需求，並佈局協調方式，執行則在調查協調方式之實際使用時間、目的及品質，找出協調方式是否使用恰當及問題所在，然後調整、改善，於工程期間持續規劃、執行協調。

Coordination has been regarded as a critical factor of construction projects. Because of uniqueness of construction projects and habits of engineers, coordination is not well planned. It is common that time and money are spent on coordination yet the performance is not as expected. This paper establishes coordinatin model and finds out operation mechanisms for construction projects. First, coordination needs were derived from work uncertainty and equivocality (U&E), and supply was offered by different methods engineers use to coordinate. Then ten on-going subway construction projects with different performances were selected as cases to investigate. A questionnaire was modified to quantify the project U&E, and a time sheet designed to collect contractor engineers’ work time spent on nine coordination methods. Based on the characteristics of these coordination methods, a questionnaire including coordination goals, the degree of goal achievement, adequate frequency or amount, coordination process, understanding of participants, and the possibility to be replaced by other methods, was designed and used to interview the contractors of these projects.
The results of project nature analysis indicate that the project performance is not related to the level of U&E. Uncertainty of ten projects is higher than their equivocality. This means that the projects need data acquisition and analysis more than problem definition and interpretation. In the five sources of U&E, task interdependence and project environment received higer scores than the average, meaning construction interfaces bring higher U&E. In the nine coordination methods of the studied projects, site visit took up most time (24.7%), followed by correspondence (24.2%) and meetings (13.3%).
The results of coordination goals and quality analysis indicate that written communication such as plans, schedules, and contract documents is more focused, which makes its preparation with purposes. Oral communication including meetings, informal discussion, and site visits has more purposes that is harder to meet coordination goals. The degree of goal achievement of site visits and written coordination was higher than 80% with replacement possibility lower than 40%, meaning these methods should be used seriously. Meetings and written correspondence have both higher replacement possibility and goal achievement, meaning their use should have adequate consideration. The frequency or amount of informal discussion, written correspondence, plans, and reports is unnecessarily high and should be reduced.
After integrating the results of coordination needs and supply as well as coordination goals and quality, it was found the key of coordination is on handling equivocality. Contractors spending time on coordinating with the client, team members, and subcontractors should be consistent with coordination needs; and coordination goals should be adjusted based on U&E as well. When equivocality is high, spend more time on oral than written communication and have more goals of instruction and clarification. When equivocality is low, use more written communication and have more goals of facilitating, controlling and information distribution. Moreover, contractors should pay attention to coordinaton quality and goal achiverment while applying these methods.
Based on the above findings, the coordinatin operation mechanism was derived to be applied on real projects. In coordination planning, coordinaton needs is surveyed and coordination methods are arranged. During executation, the information of coordination methods including time, goals, and quality is collected to identify their inappropriateness and problems, then adjustment and improvement follow. The coordination is continually planned and executed during the construction period.

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