Renewable and Sustainable Energy Reviews 81 (2018) 756–759

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Renewable and Sustainable Energy Reviews

journal homepage: www.elsevier.com/locate/rser

Project scheduling for constructing biogas plant using critical path method MARK
Samira Zareei
Department of Biosystems Engineering, University of Kurdistan, Sanandaj, Iran

A R T I C L E I N F O A BS T RAC T

Keywords: Population growth and technological progress have led to increased energy demand. While fossil fuels are
Biogas plant currently the main energy resources, they are limited and their combustion causes environmental pollution.
Construction Therefore, alternative energy sources should be considered. For this purpose, biogas can be a convenient
Critical path method renewable energy option, which can be produced from organic wastes, e.g. livestock manure and rural wastes
Project management
which are widely available and accessible. Furthermore, it is considered as a convenient option for rural areas
Scheduling
that do not have access to any gas networks. However, managing a large-scale biogas plant construction project
demands many coordinated activities with varying durations and involves numerous dependencies. Therefore,
this study focuses on application of planning and scheduling for analysis of biogas plant construction project
using critical path method (CPM). The results revealed that the minimum completion time of constructing a
50 m3 biogas plant with fixed dome in Iran would be 38 weeks if no delays postpone the project steps. Also, a
project network is proposed to show the relationships between the activities and monitor the progress of the
project.

1. Introduction emission. Biogas technology, therefore, benefits societies by alleviating

Fossil fuel resources are severely limited and their combustion is a
major source of environmental pollution [1]. Therefore, managers in
the field of energy are seeking alternatives to fossil fuels and have
considered biogas as a viable alternative source of energy [2].
Anaerobic digestion is one of the ways of converting biomass to biogas
[3,4]. Every year, large amounts of livestock manure discharges and
rural waste materials are produced worldwide, which can generate
environmental pollution. Also, on one side, the human population is to
face fossil energy depletion soon [5] while, on the other side, biomass is
abundant and the operation of biogas systems is quite simple. So, it is
intelligent to use animal wastes in order to produce biogas and hence
reduce pollution.
In this way, generation of biogas from such residual streams can
add value to them and create noticeable opportunities for development
of agricultural and forestry sectors of rural areas. Therefore, biogas
production plants in rural areas can gain profits even if they be not
supported by any external sector. Furthermore, the plants can get more
credits through treating waste, reducing emissions and producing
fertilizers [6]. Another factor that can affect the economy of biomass
plant establishment is the kind of biomass or feedstock that is going to
be used for biogas production and its availability. For example, in rural
areas, agricultural residues, manure and crops are more abundant. It is
noteworthy that, in the case of using manure, the plant can impact the
environment positively since it can treat manure and reduce methane
problems with rural wastes and livestock manure, and generating a
renewable energy source [5].
Regardless of the type energy resource, an effective management is
crucial. Managing a large-scale project needs to coordinate many
activities with variable duration and multiple dependencies. In other
words, scheduling issue is a frequent task in the control of various
systems such as construction processes and careful planning, before
the start of the project, is very important. Specifically, when the energy
source is biogas, its plant establishment is an expensive and time-
consuming project. So that the importance of project management, in
this case, is obvious [7,8].
Many different techniques and tools, e.g. Guntt chart, Critical Path
Method (CPM) and Program Evaluation and Review Technique
(PERT), have been developed to support an improved project planning.
These tools are used seriously by a large majority of project managers
to identify critical activities and calculate the minimum time required
for project completion [9–11]. Among these methods, most traditional
scheduling techniques employ Gantt chart. Although this method is
still a valuable tool, its application is limited for scheduling large-scale
operations. In particular, the bar chart fails to delineate the complex
interactions and precedence relationships existing among the project
activities. Network-based procedures of PERT and CPM are well known
and widely used to assist managers in planning and controlling both
large and small projects of all types including construction, research,
development projects and many others [12–14]. Also, network models

E-mail address: s.zareei@uok.ac.ir.

http://dx.doi.org/10.1016/j.rser.2017.08.025
Received 4 May 2016; Received in revised form 26 May 2017; Accepted 10 August 2017
1364-0321/ © 2017 Elsevier Ltd. All rights reserved.
S. Zareei
have been used as planning and project controlling techniques in
agricultural projects [15–17]. CPM uses a network to coordinate
activities, develop schedules and monitor progress of the projects
[18,19]. In fact, it is a step-by-step project management technique
that identifies activities on the critical path. It is an approach to project
scheduling that breaks the project into several work tasks, displays
them in a flow chart and then calculates the project duration based on
estimated durations for each task. It defines tasks that are critical,
time-wise, in completing the project.
CPM has been used extensively to calculate operation parameters
including earliest starting time, latest starting time, earliest finish time,
latest finish time, maximum available time and slack time [20,21].
However, schedule delays may occur in many of these construction
projects and effective project management techniques become impor-
tant to ensure successful project performance. So that, a poor strategy
can shift all profits towards economic loss [22]. Management of
construction projects involves planning tasks from a large number of
disciplines, which requires different pieces of information at various
times. Therefore, a noticeable body of complicated information would
be produced that should be efficiently managed. A management
solution is application of network analysis which has significant
influence on planning and controlling large projects in many fields,
such as construction. The project duration will be no longer than the
longest path through the network. As a consequence, the total time
elapsed for project completion is equivalent to the length of the critical
path, i.e. the longest path through the network. Also, the corresponding
activities are called the critical activities. Any delay in the critical
activities retards the project completion overall time and the project
should be managed to avoid delays in any of these activities.
In this regard, this study attempts to apply project scheduling for
establishing biogas plant with fixed dome in large size (50 m3), by
critical path method by employing WinQsb software.
2. Materials and methods
The study was carried out in Iran, in 2015. Statistics and informa-
tion about the region circumstances, soil properties and quantity of
input substrate were collected through direct observation, discussion
with farmers and experts and also using the statistical data of Ministry
of Agriculture [23] and Statistical Center of Iran [24].
Planning of biogas plants is basically not easy since considerable
data is required before the engineering design and activities can be
started. At first, the project has to be broken into several work tasks
that consist of primary studies (type of input substrate [25–27],
weather condition, local circumstances, soil properties and quantity
of input substrate), coordination and negotiation with farmers, selec-
tion of site and layout of the plant, marketing and financial support,
purchase of construction materials and tools, labor hire, ground
excavation, construction of biogas digester, construction of inlet pit,
construction of outlet chamber, construction of gas pipeline, loading
raw materials and biogas production, technical review and reloading
with improved variables, farmer training and documentation. For
example, about site selection, the chosen area should be adequate to
accommodate all units of the plant; the location of the plant must be at
least 20 m away from the water sources such as wells, springs, tube
wells etc. to avoid possible contamination of water sources; and edge of
the plant foundation should be at least two meters away from houses or
any other building to avoid the risk of any damage being made to them.
Fig. 1 shows the layout of the biogas plant with fixed dome.
Depending on the input substrate and procedure, which is applied
to construction of the biogas plant, the duration of each activity is
determined. Then, the estimated duration for each activity is used to
calculate the project duration. In the next step, immediate predecessors
have to be defined for each activity. Immediate predecessor of activity y
is activity x that must be completed no later than the starting time of
activity y. When an activity has more than one immediate predecessor,
757
Renewable and Sustainable Energy Reviews 81 (2018) 756–759
they must all be completed before the activity initiation. Also, the
project network is proposed to illustrate the connections between the
activities and monitor the project progress.
2.1. Critical path method calculations
In order to determine the critical path, five parameters are
considered for each activity including the earliest start and finish
times, the latest start and finish times, and slack time. For a list of
activities required to complete a project with duration of each activity
and dependency of activities on each other, critical path scheduling for
an activity-on-node network can be formulated, mathematically. Node
display method for critical path calculation of activity-on-node is
presented in Fig. 2.
ES(i) is defined as the earliest start time for activity i, EF(i) is the
earliest finish time for activity i, LS(i) is the latest start and LF(i) is the
latest finish time for activity i. The relevant calculations for the node
numbering algorithm, the forward pass (runs from the first to the last
node in the network) and the backward pass (runs from the end node
back to the first node in the network) are presented as follows:
Step 1: the starting activity will be numbered as 0.
Step 2: the next number will be assigned to any unnumbered activity
whose predecessor activities are already numbered. Step 2 will be
repeated until all activities are numbered.
2.1.1. Forward pass calculation
The earliest start and earliest finish times for each activity within
the network are computed by forward pass. During the calculations,
constraints on finish times are concerned through recognizing the
minimum finish time and then subtracting the activity duration (Dj).
Moreover, a default earliest start time of day 0 is also insured for all
activities. In the next step, the earliest finish time of each activity is
specified.
Step 1: E(0) = 0.
Step 2: For j = 1,2,3, …, n (where n is the last activity), ES(j) =
maximum {EF(i)}
Step 3: EF(j) = ES(j) + Dj
2.1.2. Backward pass calculation
Calculations of the backward pass follow a procedure similar to the
forward pass but they focus on the latest finish and start times instead
of the earliest times. During the backward pass computation of the
latest finish time, the latest start time is defined to be consistent with
the precedence constraints on the activities’ start times. Therefore, the
computations involve minimizations over all activities (j) that have (i)
as their predecessor. Also, at this point, feasibility of the activity
schedule can be checked and imposed. The rule is that the activity
schedule is not possible if the late start time is less than the early start
time.
Step 1: Let L(n) equal to the required completion time of the project.
Note: L(n) must equal to/exceed E(n).
Step 2: For i = n-1, n-2, …, 0, LF(i) = minimum {LS(j)}
Step 3: LS(i) = LF(i) - Di
2.1.3. Slack time calculation
The forward and backward pass calculations on each activity give
several activity time values which include the earliest start time, the
latest start time, the earliest finish time and the latest finish time,
directly. In addition, their calculations indirectly result in the activity
slack time, i.e. the difference between the earliest and latest time of the
activity. In fact, slack time is the maximum time interval that the
activity can be delayed without retarding project completion [28,29].
Slack times are calculated as:
S. Zareei Renewable and Sustainable Energy Reviews 81 (2018) 756–759

Fig. 1. Layout of the biogas plant with fixed dome.

3. Results and discussion

Project scheduling is a key factor in successful project management.

Fig. 2. Node display method for critical path calculation of activity-on-node.
S = LS − ES = LF –EF
In the slack time calculations, the non-critical activity is considered
to be associated with slack time [30,31].
If the information be presented in an effective manner, it can aid the
manager in understanding the activities’ multitude and the relation-
ships between the activities. Furthermore, many individuals and
parties are meddled in each project, which need to fully understand
their tasks and assignments. In this respect, graphical representation of
the schedules can make it much easier to comprehend the great deal of
information instead of going through a large set of numerical tables.
This goal can be achieved through employing networks. In network
models, based on the critical path duration, the minimum time needed
for project completion can be identified. If there is more than one
critical path among the project activities, then project completion can
be delayed upon delay in any activity on any critical path. The results of

Table 1
List of activities for project scheduling of biogas plant construction and computational results using CPM.

Activity description Activity code Immediate Activity time Normal time Slack
predecessor
Earliest start Earliest Latest start Latest
finish finish

Primary studies A – 4 0 4 0 4 0
Coordination and negotiations with farmers B A 2 4 6 5 7 1
Site selection and layout of plant C A 3 4 7 4 7 0
Marketing and financial support D B, C 3 7 10 7 10 0
Purchase of construction materials and tools E D 2 10 12 10 12 0
Labor hire F D 2 10 12 10 12 0
Ground excavation G E, F 3 12 15 12 15 0
Construction of biogas digester H G 4 15 19 15 19 0
Construction of inlet pit I G 2 15 17 17 19 2
Construction of outlet chamber J G 3 15 18 16 19 1
Construction of gas pipe line K H, I, J 2 19 21 19 21 0
Loading raw materials and biogas production L K 6 21 27 21 27 0
Technical review and Reloading with M L 7 27 34 27 34 0
improved variables
Farmer training N M 2 34 36 34 36 0
Documentation and sign off O N, O 2 36 38 36 38 0
Number of critical path (s) 4
Critical path # 1 A-C-D-E-G-H-K-L-M-N-O
Critical path # 2 A-C-D-E-G-H-K-L-M-O
Critical path # 3 A-C-D-F-G-H-K-L-M-N-O
Critical path # 4 A-C-D-F-G-H-K-L-M-O

758
S. Zareei
Fig. 3. Biogas plant construction project CPM network model.
the computation performed by WinQsb software on the basis of Normal
time have been shown in Table 1.
Using the project information from the Table 1, biogas plant
construction project through CPM network has been drawn in the
form of an activity-on-node network (Fig. 3). Critical activities dis-
played with stars, in the network (Fig. 3). Graphical network repre-
sentations rather than a list of activities are helpful for visualization of
the plan and ensuring that mathematical requirements are met.
The results of activity analysis for the project (Table 1) implies that
there are 4 critical paths and activities A, C, D, E, F, G, H, K, L, M, N
and O are critical. It means that delays in their commencement will
delay the overall project completion time. The total time to complete
the project should be 38 weeks if no delays occur.
By comparing the results of the current study with the other studies
conducted on similar topics, it can be concluded that scheduling the
case biogas plant construction is a different scenario from those
presented in the literature despite being similar in many aspects
[7,8]. The differences are caused by factors such as uncertainty of the
expected duration of each activity. Finally, it should be noted that
complexity of such projects increases when dependencies of the
activities are also considered.
3.1. Conclusions
Schedule planning and control are major tasks in construction
project management. Moreover, effective project management techni-
ques are important to ensure successful project performance. In this
regard, the current study applies project scheduling for analysis and
evaluation of constructing biogas plant with a fixed dome, in Iran,
using CPM method with WinQsb software. The critical paths and
activities were defined. The project schedule consisted of minimum
project completion time, earliest and latest start times, earliest and
latest finish times, slack time and critical activities. Computation of
these parameters was carried out through activity analysis according to
normal time. Results revealed that there were 4 critical paths and A, C,
D, E, F, G, H, K, L, M, N and O activities were critical. So that delays in
their commencement would delay the overall project completion time.
The total time to complete the project was calculated to be 38 weeks if
no delays happen. The application of CPM can improve the schedules
that were used previously. Furthermore, the computational times used
in solving general instances of the practical projects are encouraging.
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