2013年3月，看著桌上RT建案連日的新聞簡報資料，具有多年工作經驗副總Andrew在心中隱約已知，這個專案極可能因媒體介入而產生新的變數，若處理不當則將導致專案推動更加棘手。 由於媒體不斷的報導，除影響本專案推動外並且加深處理問題事件的難度，預估其對專案所產生潛在風險將隨著媒體持續關注下再度提升。
根據報導所披露「纜線事件影響致工程進度不如預期，....又事件處理進度若無法短期內獲得改善，其結果將導致工程進度落後情形持續擴大，最終恐引發國人工程延宕之疑慮。」。宥於纜線工程係為本專案重要核心工作項目，且為關鍵的工作要徑。如今除面臨須解決工程技術問題外，對於媒體爭相報導及指責等狀況進而重挫了團隊士氣， 面對著工程進度陷入停滯及工作團隊士氣低迷等困境，已擴及影響到專案計畫時程。
有關在善盡管理公共財並兼顧普羅民眾知的權益等前提之下，該如何面對上述棘手的問題及如何重新凝聚團隊士氣？對於身處事件風暴當中的專案管理部門，又該如何在媒體持續批露進而擴大負面影響之前，適時提出解決對策以轉圜現況? 實乃當務之急。
本研究個案在探討政府在推動各類大型工程建設時經常遭遇到的專案管理問題，由於政府督導管理興建之大型專案工程內容涵蓋範圍廣，常具有：規模龐大、工程複雜、工期較長、分工專業、合約爭議、風險較高、社會關注等諸特點，為期能於專案各施工階段進行合理且有效管控，實需仰賴一具備專案管理知識及宏觀多元思維之團隊，以擔負各項工作之推動，並在工作推動受限或雙方權利義務發生衝突時，在有限資源及時間條件限制下，完成專案目標之達成。

In March 2013, the vice president Andrew, with many years of work experience, was reading newsletters on the table which reported about RT project recently. He was conscious of the project would be disturbed due to these reported media, and would become more complicated if not handled properly. The continue media would have caused the influence for execution and improvement for this project. Beside that, with the future attentions from media the potential risks will be enlarging.
As the media reported that "Cable incident has caused construction progress was delay;….if the situation couldn’t get improved soon”, it would cause the progress continuously going behind, and would doubt about the project". The Cable work was the core item and critical portion for this project. Now, beside the media’s wide range of criticizing coverage has seriously struck down the team’s morale, in addition to the challenge for improvement the technical problems they were facing. The paused progress and the depressed morale has caused the time frame of the project as well.
Under the condition that how to well mange public good and satisfy the public’s right to know at the meantime, the challenges were how to reunite a demoralized team and how to timely propose solutions to improve the situation before the media’s influence extends further.
The project management problems of government executing various large-scale public projects would be discussed in case studies. The large-scale projects of government always cover a broad and wide range, and with following features: "large-scale, complexity, long duration, profession, argument, high risks, attractive". In order to reasonably control each construction stage, a team with good knowledge and diverse vision for project management was required to take on all task and work assigned. Especially, when the project blocked or the benefit conflicted, that would be expected to achieve the work and objectives of the project under a limited resources and time constraint.

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2. 熊培霖等譯，原著PMI國際專案管理學會，《專案管理知識指南－中文繁體PMBOK Guide》第四版，博聖科技文化有限公司，2009.04
3. 赫爾德曼 (Heldman, Kim) 著 ; 呂昆鴻, 廖祐鋒譯/《PMP專案管理認證手冊(第五版) Project Management Professional Exsm Study Guide,5th Edition》，碁峰資訊股份有公司，2010.08
4. James P.Lewis著劉孟華譯．二版《專案管理聖經：怎樣運用9大知識領域、5大程序成功完成專案》，臉譜出版社，2010.04
5. 鍾文武，《學會專案管理的11堂課》，博碩文化股份有限公司，2011.02
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9. 邱志淳, 《危機管理與應變機制》，〈研習論壇〉月刊，N0.19，P.35-40；N0.20，P.35-40。91年7月、8月
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11. 古步金鋼，風險管理實務.ppt，2011..06.13
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13. 楊政學，《知識管理學理與實證》，楊智文化事業股份有限公司，2006年。
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二、 英文文獻
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19. Project risk analysis and management – PRAM the generic process International Journal of Project Management, Vol. 15, No 5, PP. 273-281, 1997
20. Chapman, C. B., Large engineering project risk analysis. IEEE Transactions on Engineering Management, 1979, EM-26m 78-86; or see Chapman, C. B., A risk engineering approach to project risk management. International Journal of Project Management, 1990, 8(1) 5-16.
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22. Daniel Frei，《International Crisis and Management》，New York：Praeger Publisher，1978.
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24. Edgar H Schein，《Organizational Culture & Leadership》，Jossey-Bass Inc.，U.S.，1st pbk ed edition ，1991.
25. John P. Kotter，《Leading change 》，Boston,Mass.: Harvard Business School Press.，1996
26. Lerbinger O. 1997. The Crisis Manager Facing Risk and Responsibility. New Jersey： Lawrence Erlbaum Associates.
27. Project Management Institute(PMI)，《A Guide to Project Management Body of Knowledge：PMBOK Guide》4th ed.，2008
三、 網路資料來源
28. 哈佛商業評論官方網站http://www.hbrtaiwan.com/
29. 交通部高速鐵路工程局捷運工程處http://220.128.208.14/MRT/ProjectInfo.aspx
30. What PR can learn from politics, http://edit30.com/?p=1292 (September 1st, 2009)。
31. 註：取材自：自由時報電子報(102. 3. 17)。
http://www.libertytimes.com.tw/2013/new/mar/17/today-t2.html)