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，協調未有效規畫，往往忽略付出的時間與高協調成本，工程成效也不如預期。施工專案中營建工程師扮演協調的角色，參與專案的成員組織中，不同層級所協調的工作也有所不同。
本研究目的為了解施工專案組織中，各層級工程師使用哪種協調方式及其時間分配，並探討其運用協調方式是否適當。從高雄捷運工程選出10個施工標案，績效佳與不佳各半，探討不同績效專案中，各層級工程師協調方式與時間分配有何不同，再調查其他四類施工專案工程師的協調時間分配，輔以比較說明。
廣義的協調方式可分為會議、視察、非正式討論（包括面對面與電話溝通）、公文處理、進度表、報告、計畫書與合約文件等九種。高捷承包商各層級工程師使用協調方式與時間上，十個專案平均，高層使用會議的時間最多（26％），主要對象為上級或外界，其次為公文處理（20％）及視察（17％）。中層同樣使用會議的時間最多（22％），但主要對象為小包、供應商，其次為公文處理（22％）及視察（21％）。基層花在視察時間最多（25％），大部分為單獨巡視，其次為公文處理（20％）及會議（11％）。以進度為績效主要考量，績效佳的各層級工程師花在視察時間皆多於績效差的，績效差的專案高層因為進度落後，花在進度表的時間多於績效佳的高層。各層級花在獨自工作的時間占一半以上，意指工作上並非只有溝通。
會議佔高捷各層級工程師很多的時間，分析其主要6種會議紀錄後，發現雖不同會議舉行有其個別目的與議題，但進度議題在各會議中佔多數，可見進度為高捷最重視，其中非技術性的一般要求佔到46％，可見非技術議題如工作協調、介面溝通等，在工程師工作中不可忽視。另外，6種會議間相關的議題，資訊傳遞多為向下（74％），即大多為上層指示交辦。
調查其他四類施工專案中，承包商花在視察時間最多（40％），其次為電話與面對面討論（17％）及公文處理（17％），會議僅佔13％。公家單位之下水道與道路工程承包商，花在視察的時間最高（46％、53％），在處理公文上多為撰寫或批閱（13％、9％），但收集資料只佔3％；反觀私人業主之建築與廠房，在處理公文上花在收集資料的時間較多（7％、8％）。此結果暗示私人業主要求的較多。
綜合各類工程的時間分佈，以視察、公文處理與會議時間佔前三名。高捷與其他四類工程相比，會議及處理公文時間較多，習慣用公文釐清責任，建議刪減過多的公文；計畫書時間也較多，統包商因規定在執行各施工項目時都需先提出計畫書，但多為準備或撰寫較少使用，故計畫書內容也可精簡，且高捷的書面溝通時間較多，而一般工程則多透過視察（約40％）。另外，單獨巡視佔相當大的比例，應進一步了解其品質，或能找出工地績效不佳的根本原因。

Coordination is the critical factor of successful construction projects. Due to uniqueness of the construction project and habits of engineering personnel, coordination is usually not well planned and results in spending much time and money, yet the performance is not as expected.
This study investigates the method of coordination and time allocation of engineers with other four type projects. (sanitary sewer, road, building and plant).
Coordination can be classified into nine methods: meeting, site visits, informal discussion (including face to face and telephone communication), correspondence, schedules, plans, reports, and contract documents. Top level managers spent more time on meeting (26%). Middle level engineers spent more time also on meeting (22%). First-line engineers spent more time on site visits (25%). Engineers all spent more than half of their time in individual work.
Meeting took a lot of time of engineers. Six types of meeting minutes were collected and analyzed. The results show that schedule is the most common topic in meetings, and non-technical occupied 46% of all issues. These non-technical issues such as work coordination and interface communication can not be ignored in construction coordination.
In the investigation of other four types of construction projects, it is found that contractors spent most time on site visits (40%). The contractors of public sanitary sewer and road work projects spent most time on site visits (46%, 53%), but only spent 3% on information collection. On the contrary, the contractors of private building and plant work spent more time on information collection (7%, 8%). The result implied that requirements of private owners require more facts based deta.
In summary, the engineers spent time on the first three coordination methods are site visits, correspondence and meeting. In addition, the percentage of site visit alone is high, so its effectiveness is worth further study.

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