源於資訊處理觀點與情境理論，工程師時間分配模式指出，計畫或作業因本質、相依性、人員特性、環境，與擁有的資訊，構成不確定性與模糊性的來源，產生四種資訊處理需求：對外部、上級的協調需求（External Coordination, EC1）、內部協調需求（Internal Coordination, IC）、對外部分包工作之協調（EC2），與內部獨自的工作（Internal Work, IW）；資訊處理需求導致需要時間與實際時間相合程度，與作業成本績效有明顯關係。但對於工程師如何執行或使用何種協調方式，如會議、計畫書、公文，與報告，滿足這些資訊處理需求，不確定性與模糊性觀點是否可適用其他績效如進度、品質，尚未深入探討。
本研究探討施工專案的協調時間規劃，將比較四種資訊處理需求（EC1、IC、EC2、IW）理論時間，與實際使用協調方式時間相合度，再觀察這種相合度與作業績效是否有關。以原有不確定性與模糊性問卷為基礎，評估工作的協調需求，並分配四種資訊處理時間與比例。原問卷每個面向採用6個問題，共30個問題，配合接受評估之工程專案修改部分問題，減少至每面向4個共20個問題，降低問卷評估負擔。訪談評估評分後，導出協調需求。
協調供給以問卷訪談取得工程師實際時間，請他們填寫工作時間分配表。工作之協調方式有會議、視察、處理公文等八種，以下再分細項，如上級或下級會議等。調查這些工作時間分配後，將八各種協調方式與工作機制相聯，並將時間累加至各工作機制（EC1、IC、EC2及IW）中，成為資訊處理供給。
分析實際時間分配發現，工程師用於會議、視察、公文處理時間最多。隨階層降低，用於進度表、計畫書等書面溝通時間增加。績效好與績效差的差別為前者花較多時間在視察、公文處理、與進度表，且用於書面工作時間隨工程進行遞減。

透過與專案管理者訪談，輔以專案之進度差異、品質之良窳佐證，釐清績效良好與較差之專案。選擇10個工程專案，使用假設檢定或迴歸等統計方法，驗證需求、供給時間相合度與績效關聯性。結果顯示相合度無法解釋其他績效指標，探究其原因，將原問卷由作業提升至專案層次，規模大的專案變數太多，資訊處理時間型態可能非影響專案績效的主要因素。

Based on the information process and contingency theory, the Engineer Work Time model suggests that a project’s uncertainty and ambiguity(U&E) come from five sources: project characteristics, project interdependence, human factor, work environment, and possessed information. The factors in the five sources result in four types of information process needs: external communication with owner or other stakeholders (EC1), internal communication (IC), external communication with subcontractors (EC2), and internal work (IW). However, little research has been done on investigating how engineers approach coordination ways (e.g., meeting, schedule, and report) to satisfy the needs of information process and whether the notions of U&E could be applied to other types of performance indicators such as schedule or quality.
This study investigated project coordination time planning to compare the fit between the information process time required and actual time spent, and examined the relationship between the fit and project performance. Project performance was determined by perceptions of project managers, discrepancies between planned and actual project progress, and quality. Ten construction projects were selected from a large rapid transit construction program.
Using a modified questionnaire to interview the members of the 10 projects to collect data for assessing required information process needs. The questionnaire includes 20 questions measuring five U&E sources and the scores were transformed into time required.
Actual time spent is also collected by a time sheet specifying form coordination ways from the member of the 10 projects. There are eight coordination ways like meeting, inspection, etc. Engineers’ work time allocations were then transforred into four types of coordination mechanisms as actual time spent.
There are some discoveries after analyzing engineers’ work time allocations. Generally, engineers spent much time on meetings, jobsite cruise, and correspondence. Top managers spent less time on correspondence than first-line engineers. Engineers of good performance projects spent more time on jobsite cruise, correspondence, and schedule than engineers of worse performance projects, and decreased correspondence process time as construction proceeds.

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