時程管理在工程管理上可說是最早發展者，但發展出來與實際運用是兩回事，工期延誤的例子層出不窮，進度管理理論與實務脫節是主要原因，實務上普遍對進度管理要求不高，有許多進度的理論與方法，實際運用卻相當不足。

本研究探討進度管理實務與理論之連結，藉由訪談七個實際案例，瞭解營建業進度管理做法，利用訪談收集的資料，分析進度理論、管理理論、工程人員與進度表間之連結，及與進度績效的關聯性，試圖解釋理論與實務關係。

研究結果顯示，進度理論或工具與進度績效的關聯性不高。在進度表與進度規劃上，雖然有一些要求，但多數承包商未有清楚正式的流程，而承包商準備進度表的方式對進度績效的相關性很高，在這點應該要加強。理論-經驗-工具的連結程度不佳，若能改進，以理論為基礎搭配經驗和工具，進度管理將做得更好。

案例中進度因子連結與進度績效屬中度相關，也就是，進度管理實務操作時，加上理論支持，或能提高進度績效。於進度工作花費時間多，管理流程具體，對進度績效有助益。19個進度因子相關性分析，屬高度相關的有3個，中度相關11個，低度相關5個。高度相關者為：承包商準備進度表的方式周全，進度績效較佳，進度表更新視業主進度管理認知及要求，工具軟體熟練者認為工具對進度績效有幫助。

Schedule management was the earliest technique developed in construction management, but development and application are two different things. The main reason for project delay is the ill linkage between theory and practice. In practice, schedule theory and techniques are not highly demanded, resulting in limited application.

This research explored the linkage between schedule management theory and practice by using seven construction case projects. A framework of ill linkage among management theory, construction participants, schedule theory, and schedule preparation and use was proposed first, and a questionnaire was designed accordingly to solicit answers to the ill linkage questions. The data from 21 interviewees were analyzed to derive the relationships between the theories and practices.

Research results show that the relationship between schedule knowledge/tool and schedule performance is low. Clear and formal planning procedures are necessary because they are related to schedule performance. A combination of schedule theory, tools, and construction experience helps improve schedule performance.

The relationship between linkage of schedule elements and schedule performance is moderatly correlated. This means construction projects supported by schedule theory would improve schedule performance. More time spent on schedule management and concrete management processes also help schedule performance. In the nineteen correlations analyzed, three of them are highly correlated, eleven are moderately correlated, five are low. The highly correlated relationships are planning procedures with schedule performance, schedule update with owner sophistication, and well use of schedule tools with schedule performance.

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