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Question

Total Cost Management: A Better Way
Goal
A cost management process produces a positive outcome when it effectively aligns the demands of visionary intent, client expectations, and fiscal integrity. Although each of these parameters can take on different form and purpose—programmatic requirements, iconic design, life cycle and operational integrity, sustainability aspirations, pro-forma parity, donor and fundraising goals—in the end, a successful project strikes a balance among these variables without undue compromise.

We can also measure success by the internal framework and constraints of a profitable fee structure, although this concept is argued among architecture professionals. The method we describe here, Total Cost Management (TCM), offers a key byproduct: fewer abortive design efforts.

Existing Paradigm
Typically, a cost consulting request directive outlines a series of cost-estimating milestones that mimic, in direct proportional relationship, the design submittal progression. These milestones are familiar: schematics, design development, and construction documents. Characteristically, we are asked to provide estimates as each of these design milestones are achieved.

We find this approach reactive, static, and passive. The design team provides the template, and in return, we simply inform them of the cost of their proposals. Invariably, we encounter a misalignment with budgetary constraints, and then employ some form of corrective action—usually a combination of Value Engineering and programmatic sacrifice.

This linear approach often produces untenable expense. We all know the script. The compromises are many; a diminished product is the too-frequent net effect. Although the extent of the devalued outcome varies, it is often unavoidable. Most significant is our loss of design time, energy, and ultimately, our fee.

We think there is a better way.
能不能不在线翻译，翻译得更准确些呢？谢谢！！

Answer 1

总成本管理: 一个更好的方式
目标
费用管理过程导致一个正数结果当它有效地排列幻想意向、客户期望, 和财政正直要求。虽然每个这些参量可能承担不同形成和purpose—纲领性要求、偶像设计、生命周期和操作的正直、能持续力志向, 形式上的同等, 施主和筹款的目标—在最后, 一个成功的项目结帐在这些可变物之中没有过度的妥协。

我们能并且测量成功由一个有益的费结构的内部框架和限制, 虽然这个概念被争论在建筑学专家之中。我们描述得这里的方法, 总成本管理(TCM), 提议一个关键副产物: 少量失败的设计努力。

现有的范例
典型地, 仿造, 在直接比例关系, 设计submittal 进步的费用咨询的请求方向性概述一系列的费用估计的里程碑。这些里程碑是熟悉: 概要、设计发展, 和施工文献。典型地, 我们请求提供估计当每个这些设计里程碑达到。

我们发现这种方法易反应, 静态, 和被动。设计小组提供模板, 并且在回归, 我们简单地通知他们他们的提案的费用。不变地, 我们遇到不同心度以预算限制, 和然后使用某种惩治行为的形式—通常价值工程和纲领性牺牲的组合。

这种线性方法经常导致难防守的费用。我们全部知道剧本。妥协是许多; 一个被减少的产品是太频繁实际影响。虽然被贬值的结果的程度变化, 它经常是难免的。最重大的是设计时间, 能量我们的损失, 和最后, 我们的费。

我们认为有一个更好的方式。

参考资料：http://fanyi.cn.yahoo.com/translate_txt