營建專案的執行仰賴於專案組織的分工合作，並藉由組織成員任務分配及人力調度來執行。溝通在專案作業流程中，也是銜接與串連各分項工作的重要方法，從專案的開始到結束，組織內所有成員在執行個人所負責的各項任務、都必須利用到溝通，有效的溝通可以消除模糊性與不確定性，讓專案依循計畫進行，組織需高度依賴有效溝通協調，才使得專案能順利完成。因此專案組織成員之間的溝通與專案績效之關係密切。
溝通的目的是為了讓組織成員在四大績效指標（進度、成本、品質、職安衛）上目標一致，解決模糊性與不確定性所產生的障礙。溝通順暢可以使得專案管理人與成員之間緊密協同工作並發揮最大效能，順利完成專案預定目標，反之則會造成效能表現不佳、專案成員關係疏離、專案推展困難重重，最終導致專案虧損失敗，因此溝通是專案成功之關鍵因子。
本研究使用ARIS方法塑模建立流程模型，將組織的分工導入，並加入溝通內容、作業流程等關鍵因素建立模型。（1）建立滿足顧客需求為目標的溝通模式。（2）量化分析找出組織溝通不良的原因進行問題改善，以期能產生「營造廠組織溝通對象」、「溝通內容」與「溝通目標」三者之關係，並找出施工作業中溝通之根本問題。（3）結合知識學習單迴路學習概念，提升整體之溝通效能，並以知識學習雙迴路學習念檢討溝通問題，修正溝通效能之服務缺口；（4）以「建築物地下室開挖階段工程」為例，驗證實際操作本研究所建立的溝通管理模式，來驗證其可行性，並提出改善建議，作為模式提供專案管理人參考。

The execution of the construction project depends on the division of labor and cooperation of the project organization and is conducted by the task allocation and labor schedule of the members of the organization. Communication is also an important method for connecting and connecting various sub-tasks in the project operation process. From the beginning to the end of the project, all members of the organization must use communication to perform various tasks that they are responsible for Effective communication can eliminate ambiguity and uncertainty, and let the project follow the plan. The organization needs to rely on effective communication and coordination to make the project complete successfully. Therefore, communication among project members is closely related to project performance.
The purpose of communication is to make members of the organization have the same goals on the four performance indicators (progress, cost, quality, occupational safety, and health), and to solve the obstacles caused by ambiguity and uncertainty. Smooth communication can make the project manager and members work closely together and maximize their effectiveness to complete the project’s predetermined goals. Therefore, communication is a key factor in the success of the project.
In this study, The ARIS method was used to mold and establish a process model. The organization's division of labor was imported and critical factors such as communication content and operation process were added to select the model.
(1) Establish a communication model to meet customer needs.
(2) Quantitative analysis to find out the reasons for poor organizational communication and to improve the problem, to generate the relationship among "communication object of construction plant organization", "communication content" and "communication target", and to find out the root of communication in construction operations question. (3) Combine the single-loop learning concept of knowledge learning to improve the overall communication efficiency, and use the dual-loop learning concept of knowledge learning to review communication problems and correct the service gap of communication efficiency; (4) Take the "building basement excavation stage project" as the, For example, to verify the practical operation of the communication management model established by this research, to verify its feasibility, and to put forward suggestions for improvement, as a model to provide a reference for project managers.

參考文獻
[1] 林耀煌，「專案管理研習會講義」，財團法人中興工程顧問社，2004。
[2] 楊序琴、魏燕茹、紹祥東，「管理溝通實務」，元華文創出版，2015。
[3] 余文德，「實用專案管理」詹氏書局出版，2013三版。
[4] 司徒賢達，「策略管理新論:觀念架構與分析方法」，元照出版社，2019。
[5] 賴志宏，「專案管理實戰手冊」，仕德國際出版，2020。
[6] 張潤書，「組織行為與管理」，五南圖書出版，1990。
[7] 張潤書，「行政學」，台北:三民書局出版，1998。
[8] 陳素娥，「協調管理規範」，國立成功大學土木所碩士論文，2003。
[9] 章艾霞，「規劃設計專案溝通管理模式建構」，國立台灣科技大學營建工程所碩士論文，2006。
[10] 黃美瑤，「專案管理溝通績效模式之建構」，中華大學科技管理研究所碩士論文，2006。
[11] 陳宥均，「營建工程師之協調型式與時間分配」國立成功大學土木所碩士論文，2007。
[12] 沈芳瀅，「建立營建工程協調模式與運作機制」國立成功大學土木所碩士論文，2009。
[13] 蔡明修，「營建管理流程再造之研究」國立台灣科技大學營建所碩士論文，1999。
[14] 黃志民，「工程顧問機構知識管理導向流程再造模式之研究」國立台灣科技大學營建所碩士論文，2006。
[15] 陳韋如，「建築資訊模型導向營造廠流程再造之研究」國立台灣科技大學營建所碩士論文，2011。
[16] 侯季憲，「管線協調機制之研究-以捷運土建工程為例」，中國科技大學土木與防災設計研究所碩士學位論文，2012。
[17] “A Guide to the Project Management Body of Knowledge” (PMI’s PMBOK). PMBOK:2017.
[18] Argyris C. (1976). “Single-Loop and Double-Loop Models in Research on Decision Making” Administrative Science Quarterly, Vol. 21, No. 3, pp. 363-375.
[19] August-Wilhelm Scheer,(2000), ARIS-Business Process Modeling, Third Edition, New York, NY: Springer.
[20] Busseri, M. A., and Palmer, J. M. (2000). “Improving teamwork: The effect of self-assessment on construction design teams.” Des. Stud., 21(3), 223–238.
[21] Coble,R.J., and Snow,K. E. “Non Verbal communication as it relates to safety management. ”Pro., 1st Int. Conf. of CIB Working Commission W-99 on Implemntation of Safety and Health on Construction Sites,L.M.Alves Dias and R.Coble,eds.,Lisbon,Portugal,September 47,B-alkema ,Ro-tterdam, The Netherlands, 347-353, 1996.
[22] Chua, D. K. H. et al. (1999), “Critical Success Factors for Different Project Objectives.” Journal of Construction Engineering and Management, ASCE, Vol.125, No.3, pp.142-150.
[23] Chang, A. S. (2001). “Work Time Model for Engineers,” Journal of Construction And Management, ASCE, 127(2), 163-172.
[24] Chang, A. S. and Tien, C. C. (2001). “Quantifying Uncertainty and Equivocality in Engineering Projects,” Constructionl of Management and Economics, Vol. 24, No. 2, pp. 171-184.
[25] Cheng, M. Y. et al. (2003). “Optimal project Orgaization Structure for Construction Management,” Journal of Construction And Management, ASCE, Vol.129, No. 1, pp.70-79.
[26] Chan, A. P. C. et al. (2004), “Exploring Critical Success Factors for Partnering in Construction Projects.” Journal of Construction And Management, ASCE, 130(2), 188-198
[27] Dellon, A. L. (1983). “A Specification for Effective Cost and Project Control.” Construction Division of the ASCE in Cooperation with The University of Texas at Austin, Proceedings of The Conf. on Current Practice in Cost Estimating and Cost Control, N.Y.
[28] Desanctis, G. and Jackson, B. M., “Coordination of Information Techn-ology Management: Team-Based Structures and Computer-Based Com-munication Systems,＂ Journal of Management Information Systems, Vol. 10, No. 4, pp.85-110,1994.
[29] Daft, R. L., and Lengel R. H. (1986), “Organizational Information Requir-ements, Media Richness and Structural Design,” Management Science, Vol. 32, No. 5, pp.554-571.
[30] Daft, R. L., Lengel R. H., and Trevino, L. K. (1987), “Message Equivoc-ality, Media Selection, and Manager Performance: Implications for Information Systems,” MIS Quarterly, Vol. 32, No. 5, pp.335-366.
[31] De Saram, D. D., and Ahmed, S. M., “Construction Coordination Activities: What is Important and What Consumes Time,” Journal of Management in Engineering, ASCE, Vol.17, No.4, pp.202-213, 2001.
[32] Galbraith, J. R. (1977), Organization Design. Addison-Wesley Publishing Company. Massachusetts, Menlo Park, California.
[33] Kog, Y. C., Chua, D. K. H., Loh, P. K. and Jaselskis, E. J. (1999), “Key Determinants 118 for Construction Schedule Performance,” Journal of Project Management, Vol. 17, No. 6, pp.351-359.
[34] Kuprenas, John A. (2003), “Project Management Actions to Improve Design Phase Cost Performance,“ Journal of Management in Engineering, Vol.19, No.1, pp.25-32.
[35] Lengel, R. H., & Daft, R. L. (1984). An Exploratory Analysis of the Relationship Between Media Richness and Managerial Information Processing. TEXAS A AND M UNIV COLLEGE STATION DEPT OF MANAGEMENT
[36] Mark W. McElory, “The New Knowledge Management – Complexity, Learning, and Sustainable Innovation”, Butterworth-Heinemann, 2003.
[37] Malone, T. W. and Crowston, K. (1994), “The Interdisciplinary Study of Coordination,” ACM Computing Surveys, Vol. 26, No. 1, pp.87-119.
[38] Malone, T. W., Crowston, K., Lee, J., and Pentland, B. (1999), “Tools for Inventing Organizations: Toward a Handbook of Organizational Processes,” Management Science, Vol. 45, No. 3, pp.425-443.
[39] Mondy, R. W. Sharplin. A., Holmes, R. E. & Flippo, D. (1986). Management: Concepts and Practices. Boston: Allyn and Bacon.
[40] Pearson, J., & Nelson, P. (2000). An Introduction to Human Communication: Understanding and Sharing. Boston: McGraw-Hill, p. 6.
[41] Pocock, James B., Hyun, Chang T., Liu, Liang Y. and Kim, Michael K. (1996), “Relationship between Project Interaction and Performance Indicators.” Journal of Construction Engineering and Management, ASCE, Vol.122, No.2, pp.165-176.
[42] Pocock, J. B., Liu, L. Y., and Kim, M. K. (1997), “Impact of Management Approach on Project Interaction and Performance” Journal of Constr-uction Engineering and Management, ASCE, Vol.123, No. 4, pp.411-418.
[43] Prahinski, C., and Benton, W. C. (2004). “Supplier evaluations: Commu-nication strategies to improve supplier performance.” J. Oper. Manage., 22(1), 39–62.
[44] Stork, Diana and Sapienza, Alice (1992), “Task and Human Messages over the Project Life Cycle: Matching Media to Messages,” Journal of Project Management, Vol. 22, 84 No. 4, pp.44-49.
[45] Shohet,I.M, and Frydman, S.“Communication Patterns in Construction at Construction Managr Level,” Journal of Construction Engineering and Managemant,ASCE,Vol. 129,No. 5,570-577,2003.
[46] Steinfield, C. W., “Dimensions of Electronic Mail Use in an Organizational Setting,” Proceedings of the Academy of Management, pp. 239-243.Mississippi State University, MS: Academy of Management,1985.
[47] Trevino, L. K., Lengel, R. H. and Daft, R. L., “Media Symbolism, Media Richness, and Media Choice in Organizations,” Communication Research, Vol. 14, No. 5, pp.553-574,1987.
[48] Thomas, S. R., Tucker, R. L. and Kelly, W. R. (1998), “Critical Communications Variables.” Journal of Construction Engineering and Management, ASCE, Vol.124, No.1, pp.58-66.
[49] Amy.C.Evans (2021),”what is communication”,Study.com https://study.com/academy/lesson/what-is-communication-definition-importance.html