The underground industry remains an important part of the construction industry, but suffers from numerous real and perceived problems. One of the most serious problems--the level of risk and uncertainty in scope, schedule, and budget--is a dramatic example of how real and perceived issues can become blurred, and thereby inhibit the implementation of good solutions. This paper defines some important ramifications 9f the risk and uncertainty issues, further documenting how they can adversely affect specific projects and the industry in general. The causes of this partiular problem are listed in sufficient detail to suggest possible avenues for constructive changes in our management of risk. One of the causes that gets discussed only reluctantly is the unwillingness (for a variety of reasons) to FULLY discussALL sources of uncertainty early in the project planning process. The paper also presents a general discussion of an approach to mitigate the adverse effects of uncertainty and risk using different assumed levels of client involvement, and flexibility. The STEPS Approach is very flexible, but requires a major shift in emphasis regarding the appropriate level and detail of coordination and communication for project participants. Key aspects of the approach are provided, along with a set of recommendations that will aid its implementation.