Cost management system of electric power engineering project based on project management theory

Abstract

With the increase of labor cost, material cost and equipment cost in the electric power project, the traditional cost management can’t meet the needs of the people. The new project cost management system has always been the research hotspot of the relevant scholars. Based on this, from the project management theory, the labor, material and equipment control system in the electric power construction project were established, labor costs were raised to the initial stage to control, the use of materials was standardized, material procurement was effectively controlled, and the life cost of the construction equipment was analyzed. Based on the comprehensive fuzzy evaluation model, the cost management system of electric power project was evaluated, and a complete set of cost control system of electric power project was established. An electric power construction enterprise was taken as an example, and the construction project cost control effect was evaluated to prove the feasibility of the scheme. This study provides an intuitive and quantitative evaluation system for the cost control in construction process of power engineering manager.

Keywords

Electric power construction project project management cost control system

1 Introduction

The level of project cost management is directly related to the project yield and quality of electric power construction enterprises. At the same time, project cost management may enhance the core competitiveness of enterprises and maximize profits [1]. The cost pressures of the firm are increasing as labor and raw material prices increase. The primary goal is to increase the profit margins of the project by strengthening the overall control of the project cost and to raise the cost efficiency, improve cost control system [2].

Project management experts divided project management into two phases in the 1980s: the traditional project management phase, and the modern project management phase. From the mid-1940s to the 1960s, project management was mainly applied to defense engineering and industrial/civil engineering construction in developed countries [3]. Since the 1960s, the establishment of the International Project Management Association in European countries and the Project Management Institute led by American countries and the project management association and the Management Association have played an active role in promoting the development of project management [4]. By 1980s, the direction of development has changed to modern project management. The characteristics of this stage were as follows: the project activity was gradually complicated, the number of projects increased dramatically, the scale of the project activity team expanded, and the project stakeholders increased the conflict. At the same time, this requires that the cost of the project has been reduced, so as to gain an advantage in the context of increasing global competition, forcing stakeholders to develop and use specific methods of project management, and devise a lot of manpower and material resources to research and understand project management fundamental principles [5].

The initial stage of cost management was from the end of nineteenth Century to the beginning of twentieth Century, and the focus was on the cost without prior control, but the direct management afterwards. In the 1920s and 1930s, cost management entered the formation period. At that time, in order to meet the needs of scientific management, cost accounting introduced the previously calculated standard cost method and budget control to replace the traditional post-management cost accounting. Especially in 1919, the National Association of cost accountants in the United States reached an agreement on the importance of standard costing in the re examination bookkeeping system, which is an important sign of promoting management accounting and cost management. The new technological revolution, which began in the 1930s and 1940s, was an environmental factor that contributed to the development of management accounting. The fundamental defects of attaching importance to the local and despising the whole in Taylor’s “scientific management” were beginning to be recognized by the scholars, which will inevitably be replaced by modern management. In 1952, “management accounting” was adopted by the World Federation of Accountants, and the accounting was divided into two categories, namely, management accounting and financial accounting [6]. The American Accounting Society published the concept of cost management in 1955. With the influence of behavior science, information economics, quantity management and so on, in the 1970s and 1980s, there were many new achievements in management accounting, which indicates the arrival of the comprehensive development period of cost management theory. By the middle of the 1980s, cost management had entered a period of change. Under the situation that all countries agree on management accounting, the western accounting circles have heard “discordant” sound. In 1991, the British scholar Scapens (Scapens) in his book “Management Accounting Recent Development Review” believed the mid-20th century management accounting development “theory and practice out of touch.”

2 Project management theories

2.1 Definition and characteristics of engineering projects

Management includes the concept of project management and re interprets the concept of management before understanding the concept of project management. The function of management is to carry out activities that are regularly bound to achieve the intended purpose [7] The D. Fred believes that the project has four common characteristics: the first is a clear goal, so that everyone will work in one direction to achieve the desired results; followed by the need to coordinate the relevant activities; The second is the need to coordinate the relevant activities; and then have a start, end and fixed working period; the third is unique to a certain extent. There are many definitions of management, but its essence is the dialectical relationship between schedule, cost and quality, as shown in the following Fig. 1.

Fig.1

Relationship between schedule, cost and quality.

The research on the project management model is based on the progress of the project, and puts forward the management mode needed at this stage, on the other hand, uses innovative ideas, conducts a multi-faceted research, understands the mode and characteristics of project management in each project, and selects appropriate project management methods according to different project models [8]. The management project of the power engineering project crosses a number of organizations, and needs to combine the multidisciplinary knowledge to deal with the overall situation. In the process of management, there will be unknown in the implementation process, which will lead to management has a greater difficulty. At the same time, it is necessary to combine and apply advanced science and technology to achieve scientific management, and deal with information quickly, and in general, different stages of the project need to be combined with management features to facilitate the completion of different tasks [9]. It should be noted that, regardless of which division mode is adopted, it is necessary to clearly define the conditions and timing of the start and completion of each phase so that the degree of completion of each stage can be reviewed. The process of each stage of the project is shown in the following Fig. 2.

Fig.2

Process of engineering project.

The division of project management functions is shown in Table 1.

Table 1

Project management phase function table

	Decision stage	Bidding	Design	Construction	Service stage
Investors	Development Management	Project Management			Facility Management
Developers	Development Management	Project Management
Project company		Project Management
Designer			Project Management
Construction company				Project Management
Credit company				Project Management
Property company					Facility Management

2.2 Engineering project management method

Many aspects of the implementation of the project will have an impact on the implementation of the project. The first is the contract management, the contract provides all aspects that the project needs to be responsible for, and has a legal effect. Therefore, the managers of the project must check the contents of the contract before signing the contract, so as to reduce the risk of the contract. The second is human resources management: the construction of the project requires a variety of talent to complete. The degree of co-operation between construction workers and management determines whether the project can be completed in terms of time and high quality [10]. The human resource managers of the project can use the organizational chart and the responsibility distribution plan to clarify the responsibilities of the construction workers and the managers, and establish various incentive mechanisms to improve the enthusiasm of the construction personnel to ensure the progress and quality of the project. The third is risk management. The project involves a lot of content and links, which also leads to the complexity of the project risk, the subject of project risk can come from the owners, suppliers and subcontractors. The larger the scale of the project is, the higher the level of management requirements for the project is. The risk management principle of the project is to make a correct estimate of the risk and to take appropriate precautionary measures in combination with the reasons for the existence of the risk. The management of the project plays an important role in ensuring the quality and efficiency of the project [11]. Therefore, the method of project management requires project managers to combine the actual situation of the project to continue to improve.

3 Research on cost management process of electric power construction project

3.1 Determination of target cost

In the construction process of the project, the construction enterprise should organize and systematically manage all the cost information through effective management activities, make all kinds of production factors run according to certain goals, make the actual cost of project construction be controlled within the planned cost range. Combined with the requirements and characteristics of construction cost management of power construction enterprises, the contents and processes of construction cost management of power construction enterprises are shown in the following figure.

The total cost of the project is also referred to as the total amount of project construction responsibility, which is upper limit of project construction cost organized by the relevant departments of the company according to the winning bid notice, the project construction organization design, enterprise construction budget quota, project manager responsibility system, project construction cost accounting system, enterprise management system, market information and the different types and characteristics of the project [12]. Therefore, how to reasonably determine the project construction responsibility cost is the key to the project construction cost management (Fig. 3).

Specific cost reduction measures should be accompanied by the use of the technology progress approach to determine target costs. At present, the target cost of each cost factor is determined as follows: the reduction rate of labor costs in construction costs [13]. The reduction rate of labor costs is determined jointly by the project department. Material cost and target cost does not include turnover material and material determination cost. Many kinds, large quantity and high value are the key and difficult points of cost control. The determination of material cost and target cost usually has two methods.

Weighted average method, the budgeter first listed material list, and reviews the material, through the project manager, material staff, construction staff, and one by one to verify the reduction rate. When deciding to reduce the rate, it is necessary to consider from two ways of reducing material price and quantity. If the material can be replaced by the argument and the dosage or price can be reduced, it should be replaced.

Comprehensive factor evaluation method, the reasonable calculation of cost is carried out through a set of mathematical calculation algorithm, and labor costs, material costs and other costs are taken into account. In accordance with the principle of rational selection, it can be compared with the experience of the case and can be used to process the results of the flattened approach separately.

Fig.3

Construction cost management flow chart.

3.2 Study on equipment cost control model of electric power construction project

In the cost control of electric engineering construction projects, the principles that should be followed are mainly the principle of minimum cost, dynamic control principle, whole process control principle and the principle of combining responsibility with power and interest [14]. The main problems in the cost control of power engineering construction project are the lack of sound cost control system, the backward control method, the serious waste of material procurement and the imbalance of construction time, quality and cost. The main points of the cost control of electric power construction project are: perfect the quality management work, control the construction cost through science and technology, strengthen the contract management level in the construction, and strengthen the various cost management. The cost evaluation model of the full life power system is shown in the following Fig. 4.

The specific composition formula of the life cycle cost is $LCC = CA + CO + CM + CF$ (1)

In the formula, this article defines the life cycle cost of the construction equipment

CA is the initial cost, including equipment procurement costs or rental costs.

CO is the operating cost.

CM is maintenance cost.

CF is the cost of failure.

On this basis, alternative options for setting up equipment are the direct cost of the corresponding labor costs and material costs in high or low circumstances. The decision index system of equipment scheme is shown in the following Fig. 5.

Fig.4

Full cycle cost of electric power project.

Fig.5

The index system of material decision.

At present, the method of weighting mainly uses analytic hierarchy process (AHP), and the weights of each index are determined by comparing the importance of each level index to the superior index, which is more applied to the explicit quantitative index analysis. However, in the actual research process, we found that in the evaluation of the cost effect, it is often difficult for enterprises to clearly compare the importance of indicators. For the same enterprise, in the cost evaluation, the indexes considered are not necessarily the same. With the development of their own, macroeconomic policy changes and other factors, the target of enterprise cost evaluation may change accordingly [15]. Therefore, this paper will use an advanced hierarchical analysis method, and the triangular fuzzy analytic hierarchy process is used to study the weight of the cost evaluation index system. $μ_{a} (x) = {\begin{matrix} \frac{x - α_{1}}{α_{m} - α_{1}}, & α_{1} \leq x \leq α_{m} \\ \frac{x - α_{n}}{α_{m} - α_{n}}, & α_{m} \leq x \leq α_{n} \\ 0, & other \end{matrix}$ (2)

3.3 Determination of index weight

Firstly, the appropriate evaluation committee needs to choose to empower the decision-making goals. Depending on the size of the equipment purchased, different evaluation members can be selected. If the equipment purchased is the large-scale and new equipment, the company’s executive leadership should be the primary evaluation committee, followed by the equipment, projects and financial middle and senior leaders should also participate as an evaluation committee for decision-making.

Because of the different positions and levels of the evaluation committee, the emphasis on the evaluation is also different. If the simple average is used, the reliability of the results may be affected. Therefore, it is possible to determine the weight of the evaluation committee according to the actual situation [16 –18]. In general, the top management (general manager, chairman) of the enterprise should have the highest weight, so as to ensure that the results of the evaluation can reflect the operator’s thinking to the greatest extent; the weight of senior management in finance, equipment and project management is secondary, and the weight of other executives or middle managers is the last.

There are n indicators of the level associated with the upper index, the index set is X ={ x₁, x₂, …, x_n }, and there are s evaluation committees. A_ijk is the degree of fuzzy judgment (i, j = 1, 2, …, n ; k = 1, 2, …, s) in which the index i obained by the committee through the comparison of the two is more important than the index j. Triangular fuzzy number α_ijk = (l_ijk, m_ijk, n_ijk), among them, left and right expansion l_ijk, n_ijk indicate the degree of fuzzy judgment. The greater the n_ijk - l_ijk, the higher the level of judgment, the fuzzy judgment degree $α_{jik} = α_{ijk}^{- 1} = (\frac{1}{n_{ijk}}, \frac{1}{m_{ijk}}, \frac{1}{l_{ijk}})$ finally constituted s fuzzy comparison judgment matrix by comparison.

$\begin{matrix} A_{k} & = & (α_{ijk})_{n \times n} \\ = & [\begin{matrix} (l_{11 k}, n_{11 k}, n_{11 k}) & (l_{12 k}, n_{12 k}, n_{12 k}) & \dots & (l_{1 nk}, n_{1 nk}, n_{1 nk}) \\ (l_{21 k}, n_{21 k}, n_{21 k}) & (l_{22 k}, n_{22 k}, n_{22 k}) & \dots & (l_{22 k}, n_{22 k}, n_{22 k}) \\ \dots & \dots & \dots & \dots \\ (l_{n 1 k}, n_{n 1 k}, n_{n 1 k}) & (l_{n 2 k}, n_{n 2 k}, n_{n 2 k}) & \dots & (l_{nnk}, n_{nnk}, n_{nnk}) \end{matrix}] \end{matrix}$ (3)

The degree of fuzzy synthesis of the index i to its index is in the fuzzy evaluation matrix of the evaluation committee k,

$Q_{ik} = (\sum_{j = 1}^{n} \otimes α_{ijk}) \otimes {(\sum_{i = 1}^{n} \otimes \sum_{j = 1}^{n} \otimes α_{ijk})}^{- 1} = {(\frac{\sum_{j = 1}^{n} l_{ijk}}{\sum_{i = 1}^{b} \sum_{j = 1}^{n} n_{ijk}}, \frac{\sum_{j = 1}^{n} m_{ijk}}{\sum_{i = 1}^{b} \sum_{j = 1}^{n} m_{ijk}}, \frac{\sum_{j = 1}^{n} n_{ijk}}{\sum_{i = 1}^{b} \sum_{j = 1}^{n} l_{ijk}})}^{- 1}$ (4)

Among them, $\begin{matrix} \sum_{j = 1}^{n} \otimes α_{ijk} & = & (\sum_{j = 1}^{n} l_{ijk}, \sum_{j = 1}^{n} m_{ijk}, \sum_{j = 1}^{n} n_{ijk}) \\ {(\sum_{i = 1}^{n} \otimes \sum_{j = 1}^{n} \otimes α_{ijk})}^{- 1} & = & (\frac{1}{\sum_{i = 1}^{b} \sum_{j = 1}^{n} n_{ijk}}, \frac{1}{\sum_{i = 1}^{b} \sum_{j = 1}^{n} m_{ijk}}, \frac{1}{\sum_{i = 1}^{b} \sum_{j = 1}^{n} l_{ijk}}) \end{matrix}$

The comprehensive importance of indicator i in comparison with other indicators, that is, the probability of Q_ik > Q_jk is

$d (x_{ik}) = min_{j = 1, 2, \dots, n . j \neq i} K (Q_{ik} > Q_{jk}) = min_{j = 1, 2, \dots, n . j \neq i} [\frac{l_{jk} - n_{ik}}{(m_{ik} - n_{ik}) - (m_{jk} - l_{jk})}, 1]$ (5)

Then the weight vector of each index in the index set X is $W_{k} = (d (x_{1 k}), d (x_{2 k}), \dots, d (x_{nk}))$ (6)

The weighted fuzzy sets on X are obtained after normalization $W_{k}^{'} = (d^{'} (x_{1 k}), d^{'} (x_{2 k}), \dots, d^{'} (x_{nk}))$ (7)

Among them $d^{'} (x_{ik}) = \frac{d (x_{ik})}{\sum_{i = 1}^{n} d (x_{ik})}$

4 Roject cost evaluation model

4.1 Research on comprehensive fuzzy evaluation model of cost control effect of power construction project

The cost control system was built through the overall perspective, which requires the ability to ensure that the system has the ability of qualitative and quantitative analysis, and based on the control system, a set of cost control evaluation system for each module of construction project was set up. The first is to determine the module, the cost system should include labor costs, material costs and equipment costs, and the combination of the three should also reflect the purpose of cost control of the construction project from the enterprise point of view, and reflect the multi-angle project cost control effect evaluation. Secondly, it is necessary to clearly evaluate the weight of the index and determine the importance of the indicators in the effect evaluation [17]. Because of the qualitative evaluation in the evaluation of cost control effect, this paper intends to evaluate it by comprehensive fuzzy evaluation method (Fig. 6).

Fig.6

Electric power construction project.

Fuzzy mathematics tools were used to carry out comprehensive evaluation of the various factor U ={ u₁, u₂, u₃, …, u_n }, the idea is to map the evaluation objects U ={ u₁, u₂, u₃, …, u_n } with an evaluation indexes to the evaluation set V ={ v₁, v₂, v₃, …, v_m } with m comments by means of fuzzy mappings (which can be some membership function). The fuzzy relation of this U × V was expressed as the fuzzy matrix R with n × m. A ={ a₁, a₂, a₃, …, a_n } is a fuzzy weight vector of n evaluation indexes, and then a fuzzy operation R = A ∘ R is applied to A and R. Thus, a fuzzy subset B ={ b₁, b₂, b₃, …, b_m } on V was obtained, and B reflects the degree of membership of the evaluation object to m reviews, among them, bi indicates the degree to which the evaluated object has a review of vi. The final evaluation results are shown in Table 2.

Table 2

The weight of evaluation index

Target layer	Criterion layer	Relative index weight	Index layer	Relative index weight	Comprehensive weight
Enterprise labor cost increase	Overall cost control u₁	W₁	Rationality of goal and responsibility decomposition u₁₁	W₁₁	W₁ * W₁₁
			Overall expenditure comparison u₁₂	W₁₂	W₁ * W₁₂
			Project schedule u₁₃	W₁₃	W₁ * W₁₃
			Project quality u₁₄	W₁₄	W₁ * W₁₄
			Safety construction u₁₅	W₁₅	W₁ * W₁₅
	Labor cost control u₂	W₂	Employee work skill improvement u₂₁	W₂₁	W₂ * W₂₁
			Employee performance improvement u₂₂	W₂₂	W₂ * W₂₂
			Employee satisfaction u₂₃	W₂₃	W₂ * W₂₃
			Employee turnover rate u₂₄	W₂₄	W₂ * W₂₄
	Material cost control u₃	W₃	Cost comparison u₃₁	W₃₁	W₃ * W₃₁
			Spillage of material u₃₂	W₃₂	W₃ * W₃₂
			Material utilization ratio u₃₃	W₃₃	W₃ * W₃₃
			Material turnover cost u₃₄	W₃₄	W₃ * W₃₄
	Equipment cost control u₃	W₄	Cost comparison u₄₁	W₄₁	W₄ * W₄₁
			Cost structure u₄₂	W₄₂	W₄ * W₄₂

4.2 Example analysis

A power construction enterprise carried out the construction project cost control effect evaluation, the company name was selected as the survey object, and the cost control effect evaluation index was scored. According to the network level analysis method, the weight of each index was calculated as shown in Table 3.

Table 3
Table the weight of evaluation index

Target layer Criterion layer Relative index weight Index layer Relative index weight Comprehensive weight

Enterprise labor cost increase Overall cost control u₁ 0.2015 Rationality of goal and responsibility decomposition u₁₁ 0.2185 0.0440

Overall expenditure comparison u₁₂ 0.1763 0.0355

Project schedule u₁₃ 0.2184 0.0440

Project quality u₁₄ 0.1962 0.0395

Safety construction u₁₅ 0.1906 0.0384

Labor cost control u₂ 0.2983 Employee work skill improvement u₂₁ 0.2781 0.0830

Employee performance improvement u₂₂ 0.3268 0.0975

Employee satisfaction u₂₃ 0.2586 0.0771

Employee turnover rate u₂₄ 0.1365 0.0407

Material cost control u₃ 0.1974 Cost comparison u₃₁ 0.3745 0.0739

Spillage of material u₃₂ 0.2968 0.0586

Material utilization ratio u₃₃ 0.2049 0.0404

Material turnover cost u₃₄ 0.1238 0.0244

Equipment cost control u₃ 0.3028 Cost comparison u₄₁ 0.4632 0.1403

Cost structure u₄₂ 0.5368 0.1625

Target layer	Criterion layer	Relative index weight	Index layer	Relative index weight	Comprehensive weight
Enterprise labor cost increase	Overall cost control u₁	0.2015	Rationality of goal and responsibility decomposition u₁₁	0.2185	0.0440
			Overall expenditure comparison u₁₂	0.1763	0.0355
			Project schedule u₁₃	0.2184	0.0440
			Project quality u₁₄	0.1962	0.0395
			Safety construction u₁₅	0.1906	0.0384
	Labor cost control u₂	0.2983	Employee work skill improvement u₂₁	0.2781	0.0830
			Employee performance improvement u₂₂	0.3268	0.0975
			Employee satisfaction u₂₃	0.2586	0.0771
			Employee turnover rate u₂₄	0.1365	0.0407
	Material cost control u₃	0.1974	Cost comparison u₃₁	0.3745	0.0739
			Spillage of material u₃₂	0.2968	0.0586
			Material utilization ratio u₃₃	0.2049	0.0404
			Material turnover cost u₃₄	0.1238	0.0244
	Equipment cost control u₃	0.3028	Cost comparison u₄₁	0.4632	0.1403
			Cost structure u₄₂	0.5368	0.1625

The evaluation results of the evaluation committee on the indicators are shown in Table 4.

Table 4

The value of fuzzy evaluation

Factor set	Weight	Sub factor set	Weight	Evaluation results
				Very good	Good	Commonly	Poor	Very poor
u₁	0.2015	u₁₁	0.0440	2	3	10	4	1
		u₁₂	0.0355	4	5	7	3	1
		u₁₃	0.0440	1	3	6	6	4
		u₁₄	0.0395	2	4	11	3	0
		u₁₅	0.0384	3	4	10	2	1
u₂	0.2983	u₂₁	0.0830	4	5	7	3	1
		u₂₂	0.0975	5	5	6	4	0
		u₂₃	0.0771	2	4	8	3	3
		u₂₄	0.0407	1	3	12	4	0
u₃	0.1974	u₃₁	0.0739	6	4	8	2	0
		u₃₂	0.0586	5	5	10	0	0
		u₃₃	0.0404	3	2	5	5	5
		u₃₄	0.0244	3	3	9	3	2
u₄	0.3028	u₄₁	0.1403	4	5	7	3	1
		u₄₂	0.1625	4	4	9	3	0

The fuzzy matrix Ru of index layer was obtained by fuzzy evaluation method. $R_{u} = | \begin{matrix} 0.1 & 0.15 & 0.5 & 0.2 & 0.05 \\ 0.2 & 0.25 & 0.35 & 0.15 & 0.05 \\ 0.05 & 0.15 & 0.3 & 0.3 & 0.2 \\ 0.1 & 0.2 & 0.55 & 0.15 & 0 \\ 0.15 & 0.2 & 0.5 & 0.1 & 0.05 \\ 0.2 & 0.25 & 0.35 & 0.15 & 0.05 \\ 0.25 & 0.25 & 0.3 & 0.2 & 0 \\ 0.1 & 0.2 & 0.4 & 0.15 & 0.15 \\ 0.05 & 0.15 & 0.6 & 0.2 & 0 \\ 0.3 & 0.2 & 0.4 & 0.1 & 0 \\ 0.25 & 0.25 & 0.5 & 0 & 0 \\ 0.15 & 0.1 & 0.25 & 0.25 & 0.25 \\ 0.15 & 0.15 & 0.45 & 0.15 & 0.1 \\ 0.2 & 0.25 & 0.35 & 0.15 & 0.05 \\ 0.2 & 0.2 & 0.45 & 0.15 & 0 \end{matrix} |$ (8)

The weighted evaluation algorithm was used to perform the fuzzy operation, and the comprehensive evaluation vector B_u = W_u × R_u of cost control effect was obtained.

$\begin{matrix} B_{u} & = & [\begin{matrix} 0.0440 \\ 0.0355 \\ 0.0440 \\ 0.0395 \\ 0.0384 \\ 0.0830 \\ 0.0975 \\ 0.0771 \\ 0.0407 \\ 0.0739 \\ 0.0586 \\ 0.0404 \\ 0.0244 \\ 0.1403 \\ 0.1625 \end{matrix}] \times [\begin{matrix} 0.1 & 0.15 & 0.5 & 0.2 & 0.05 \\ 0.2 & 0.25 & 0.35 & 0.15 & 0.05 \\ 0.05 & 0.15 & 0.3 & 0.3 & 0.2 \\ 0.1 & 0.2 & 0.55 & 0.15 & 0 \\ 0.15 & 0.2 & 0.5 & 0.1 & 0.05 \\ 0.2 & 0.25 & 0.35 & 0.15 & 0.05 \\ 0.25 & 0.25 & 0.3 & 0.2 & 0 \\ 0.1 & 0.2 & 0.4 & 0.15 & 0.15 \\ 0.05 & 0.15 & 0.6 & 0.2 & 0 \\ 0.3 & 0.2 & 0.4 & 0.1 & 0 \\ 0.25 & 0.25 & 0.5 & 0 & 0 \\ 0.15 & 0.1 & 0.25 & 0.25 & 0.25 \\ 0.15 & 0.15 & 0.45 & 0.15 & 0.1 \\ 0.2 & 0.25 & 0.35 & 0.15 & 0.05 \\ 0.2 & 0.2 & 0.45 & 0.15 & 0 \end{matrix}] \\ = & [0.1679 0.1978 0.3918 0.1598 0.0621] \end{matrix}$ (9)

According to the above fuzzy comprehensive evaluation calculation, we can see that the sub factor evaluation results are summarized in Table 5.

Table 5

The result about the fuzzy evaluation of labor cost

Index	Evaluation results
	Very good	Good	Commonly	Poor	Very poor
Enterprise labor cost plan	0.1679	0.1978	0.3918	0.1598	0.0621

It can be seen from Table 5 that according to the principle of maximum membership degree, the evaluation value of “general” is 0.3918 in the evaluation of the cost control effect of the project, which shows that the evaluation effect of the evaluation committee is generally regarded as “general”. 6% of the evaluation members have greater dissatisfaction with the project cost control program. This shows that in the power construction project cost control, the enterprise still has further adjustment, perfect space.

5 Conclusions

The cost management in project management plays an important role in the fate of the enterprise. It is always a hot topic to study the effective cost management system at home and abroad. In this paper, the research approach of cost control and management system of labor cost, material cost and equipment cost was put forward. The business process of cost control was established. The main work of each level and department was defined. A complete set of power engineering project cost control system was established. The basic methods and principles of cost management were developed by using the project management experience. And the cost of labor, materials and equipment was considered as the whole project, and finally the method based on the comprehensive fuzzy evaluation model was adopted. The positioning and responsibility of each level and department in cost control were defined by the establishment of a complete set of cost control system. Manual input control, material cost control, and equipment input and use were comprehensively evaluated. The cost management system of the electric power project was evaluated, so as to provide an intuitive and quantitative evaluation system for the cost control of the power engineering manager in the construction process. Through this evaluation system, the cost system can be intuitively corrected and controlled. Therefore, it is necessary to use this comprehensive evaluation system in power engineering projects.

Footnotes

Acknowledgments

National Natural Science Foundation of China, Research on the Coordinating Mechanism and Benefit Assessment Models between Power Trading and Carbon Trading, Number: 71401055

Supported by “the Fundamental Research Funds for the Central Universities”, Research on the Coordination Optimization Model and Simulation Platform among Power Generation, Grid, Load and Storage, Number: 2015MS19

Beijing Social Science Fund, Research on the Operation Mode and Benefit Assessment Models of Energy Internet and Zero Carbon Olympics, Number: 15JDJGB034

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