1863 年全世界第一條捷運路線首次出現於英國倫敦，140 餘年以來，擁
有捷運系統便被視為一個都市進步的象徵，高雄捷運自民國90 年正式動
工以來，有關建築規劃設計其中令人值得探討的地方甚多，係引發本研
究的成因與動機。
研究目的：
一、 從建築的角度來探討捷運工程，建築師所能扮演與參與的角色
二十年來，台灣重要的捷運工程經驗與資源，完全被國內大型工程
顧問公司所掌握，建築師受限於本身事務所規模與財力，參與的範
圍有限，本研究從建築專業的觀點與角度來探討，建築師在捷運工
程中所處的地位及未來可能參與的方向。。
二、 探討建築設計管理對於捷運工程的進展與協調所應扮演的地位
建築規劃設計工作在整體作業中，工作時間最長，藉由良好的建築
設計管理不僅將工作時成縮短，同時也能提高工作效率，並架構出
捷運工程中建築設計管理的系統。
三、 建立一套標準建築設計管理作業查核系統供參考用
藉由研究過程，建構捷運工程建築設計管理的系統，作為未來主辦
單位及設計單位建立建築設計管理制度的參考。
結論：
1. 土建細設統包制度(含車站水電環控)執行策略須有限制機制
2. 捷運特種建築物建築管理執行可更嚴謹
3. 工作組織架構專責專權，增加團隊認同感
4. 培養捷運建築專業人員，加強捷運建築經驗傳承
5. 主管機關過於介入設計部份，卻未能對於施工部份予以有效控管
建議事項：
一、 工程技術移轉與經驗傳承
二、 建築設計服務費率合理化
三、 價值工程研析宜全面納入細部設計服務範圍
四、 建築管理法令對於延宕未能開發的工程應有更嚴謹的管理

Since the first subway line occurred in London, U.K. in 1863, having a
mass rapid transportation system has been a symbol of modern city over 140
years. Kaohsiung Mass Rapid Transit System started construction in 2001
and many issues of architectural design management thus appear and those
issues contribute to this study.
The major purposes of this study are as below:
1. To interpret the role which the architects can play in the MRT construction
from an architectural point of view;
For the past twenty years, the experience and resources of Taiwan’s
important mass rapid transit constructions were controlled by some big
domestic engineering consultant companies. The architects’ participation is
limited by the scale and finances of their architect offices. This study
intends to, through professional architecture, confer the architects’ role and
the future direction of the way the architects can take part in the Mass Rapid
Transit constructions.
2. To clarify what kind of position the architectural design management are
in the progress and negotiations of the mass rapid transit constructions;
The architectural design takes most of the time in the whole constructions.
By good architectural design management, it can shorten the working time,
promoting the working efficiency and building up the system of architectural
design management in the mass rapid transit constructions.
3. To set up a standard of procedure for examining the architectural design
management.
The conclusions of this research are:
1. The Turn Key system of the Civil and Architecture Detailed Design which
includes stations, depots, and building service, needs to have a restricted
mechanism of executive strategies.
2. The government needs to supervise the architectural management and
execution of the special buildings of the mass rapid transit system in a
much more conscientious and careful way.
3. The framework of the team organization should be in order and every
crews need to take their own responsibility, not others’and also at the same
time. Meanwhile we need to increase the sense of team spirit and
reinforce the fellowship in prosperity and adversity.
4. Educating and training the professional architects of mass rapid transit
construction and impartation of the experiences is very important.
5. The authorities concerned get involved in the design very much, but on the
contrary, it can’t effectively control and manage the construction of the
mass rapid transmit system in a very good way.
Suggestion:
1. Put the emphasis on the technology transfer of architectural construction
and the impartation of the architects’ MRT design experience.
2. The architectural design service fee should be charged in a reasonable
range.
3. Value Engineering Analytics should be applied in the detail design
services.
4. The Special Building Type Review code needs to define the delayed
construction more rigorously and exactly.