台湾某345 kV电缆隧道统包工程全长约12.7 km，分为2个工区同时施工，工程内容包括土建、建筑及附属机电。其中，全线系统机电又由第2工区统包商负责，全面施工时接口极为复杂。为提高工作效率，避免施工相互干扰，监造单位特藉由风险评估方式，预先辨识威胁因子并提出减轻对策。由于施工过程中工项及进度不断变化，预测的风险项目非必然发生，应视其影响决定风险响应策略，采取持续性、独立性的风险检视作为执行管理参考。

Some 345 kV power cable turnkey project in Taiwan is divided into two construction sections. Civil, architecture, mechanical and electric engineering works are included in each section. Thus the complexity of interface shall be expected while different groups of construction teams are involved in the project. The project supervising unit is responsible for the construction rate as well as avoiding any unexpected interference. In order to manage the project properly, risk factors and elements are recognized and reduction means are provided in advance. Following the construction process, risk elements may change and therefore the response shall be modified. A continuous and individual risk evaluation becomes a practicable tool for supervision management.