1.

1 Work Breakdown Structure (WBS)

A project component known as a "work breakdown structure" divides the work that
has to be done into manageable chunks. This is accomplished by breaking down the team's
scope of work into manageable, more comprehensible pieces with levels that make the entire
task clear. A WBS, as defined in the PMBOK® Guide—Third Edition is “a deliverable-
oriented hierarchical decomposition of the work to be executed by the project team to
accomplish the project objectives and create the required deliverables. It organizes and
defines the total scope of the project. Each descending level represents an increasingly
detailed definition of the project work. The WBS is decomposed into work packages. The
deliverable orientation of the hierarchy includes both internal and external deliverables.”
The process of developing a WBS starts with defining the primary work activities,
which are then broken down into subtasks, and so on, until each subtask can be completed by
a single person. Each work package must be grouped at this level in order to complete a
subtask. The WBS ultimately takes the shape of a hierarchical work, where each piece at the
lowest level is necessary to realize the objectives at the highest level, and so on. The
following rules can be used while creating a WBS:
• Levels achieved by the project's overall goal or goal.
• Work packages completed by departments or other organizational units are
included in subtasks.
• Work packages outline the steps, timeframes, and costs necessary to finish
subtasks.
• Work packages cannot be replicated in other elements of the WBS. Each WBS
element does not need to be defined to the same degree. Work packages must be
independent of one another.
WBS offers a number of benefits for project management. According to the WBS
framework, purchasing a project can be done efficiently and precisely from a cost standpoint.
It is possible to identify faulty WBS components while the project is still in progress.
Here are a some of the essential aspects of high-quality work breakdown structures
(PMI, 2006):
• The fact that the WBS is "deliverable oriented" is a key feature (Berg &
Colenso, 2000). A deliverable is described as "any unique and verifiable
product, outcome, or capability to perform a service that must be created to
fulfill a process, phase, or project" in the third edition of the PMBOK®
Guide. When used in this context, the word "oriented" refers to being
focused on or aligned with deliverables.
• The WBS's "hierarchical division of the work" is another crucial
component. Decomposition, according to Wikipedia, is "a planning
technique that divides the project scope and project deliverables into
smaller, more manageable components, until the project work associated
with accomplishing the project scope and deliverables is defined in
sufficient detail to support executing, monitoring, and controlling the
work" (PMI, 2004). With this breakdown (or subdivision), the project's
scope is thoroughly defined in terms of distinct subdeliverables that are
simple to comprehend for all project participants. The precise number of
 levels that are specified and elaborated for a given project should be
suitable for efficiently managing the activity at hand.
• One of the most crucial rules governing the creation, breakdown, and
evaluation of the WBS is the 100% Rule (Haugan, 2002, p. 17). This rule
specifies that the WBS encompasses 100% of the work specified by the
project scope and, by doing so, captures all deliverables, including project
management, whether internal, external, or intermediate. The rule is the
same for all levels of the hierarchy: the total amount of work represented
by each "child" level must equal 100% of the total amount of work
represented by each "parent" level. The WBS should not include any work
that is outside the actual scope of the project, which means it cannot
include more than 100% of the work.
There are many different ways to portray the WBS, such as graphical, textual, or
tabular perspectives. Based on the requirements of the particular project, the type of
representation should be chosen (Brotherton, Fried and Norman, 2008). Below is this
project’s Work Breakdown Structure (WBS) as shown in Figure 1.

Geothermal Project Development

Direct Separated Binary

Pre Feasibility Feasibility Design Construction Operation

Exploration Commissioning
Exploration EPC Drilling Monitoring
result

Well Test Tender Rig Setup Maintenance

Drilling
Intervention Contract

Location Resource Permit &

Rig Move-in
Survey report Preparation

G&G

Permitting

Figure 1. Work Breakdown Structure

1.1.1 WBS Working Packages

A work package is a collection of connected tasks that make up a project. They are
frequently regarded as projects within projects since they appear to be projects themselves.
The smallest unit of work into which a project can be divided when developing a work
breakdown structure is a work package (WBS).
In order to build a geothermal power plant, in which hot fluids drive turbines to
generate energy, geothermal exploration entails looking for prospective active geothermal
zones beneath the surface. Exploration techniques involve a wide range of academic
disciplines, including engineering, geology, geophysics, and geochemistry.
 Table 1. Work Packages of Pre-Feasibility/Exploration Drilling
WBS Level Phase/Activity Name Resources Type
LEVEL 1 Pre-Feasibility/ Exploration Drilling Porta
LEVEL 2 1.1 Development/ Exploitation Porta
1.2 Drilling program & procurement Porta
1.3 Well site & preparation work Contractor
1.4 Drilling Operation Porta/Contractor
LEVEL 3 1.1.1 Location Survey Contractor
1.1.2 Magnetotellurics Study Contractor
1.1.3 G&G Study Porta/ Contractor
1.2.1 Define the drilling program Porta
1.2.2 Tender and procure EMC Porta
1.2.3 Tender and procure other services Porta
1.3.1 Permitting Porta
1.3.2 Access roads Contractor
1.3.3 Build necessary infrastructure Contractor
1.3.4 Access to water supply Contractor
1.4.1 Rig move in Contractor
1.4.2 Rig set-up Contractor
1.4.3 Slim hole drilling operation Porta/Contractor
1.4.4 Well Testing Porta/Contractor
1.4.5 Demobilization rig equipment Contractor
1.4.6 Restoration well site Porta/ Contractor

Table 2. Work Packages of Feasibility

WBS Level Phase/Activity Name Resources Type
LEVEL 1 1 Feasibility Porta
LEVEL 2 1.1 Exploration result study & FID Porta
LEVEL 3 1.1.1 Well test interpretation and evaluation Porta
1.1.2 Resources reporting Porta
1.1.3 Final Investment Decision (FID) Porta
 Table 3. Work Packages of Development/Exploitation Stage
WBS Level Phase/Activity Name Resources Type
LEVEL 1 1 Development/ Exploitation Porta
LEVEL 2 1.1 FEED Contractor
1.2 EPC Contractor
1.3 Drilling program & tender Porta
1.4 Drilling operation Porta/Contractor
LEVEL 3 1.1.1 Tender & contract Porta
1.1.2 Design Contractor
1.1.3 Reporting Contractor
1.2.1 Tender & contract EPC Porta
1.2.2 Permit & preparation Contractor
1.2.3 DED Contractor
LEVEL 3 1.2.4 HAZOP Study Porta/Contractor

1.2.4 Procurement Porta

1.2.5 Construction Contractor

1.3.1 Define drilling program Porta

1.3.2 Tender & procurement EMC Porta

1.3.3 Tender & procure other services Porta

1.3.4 Reporting Porta

1.4.1 Rig move in Porta

1.4.2 Rig set-up Contractor

1.4.3 Drilling operation Porta/Contractor

1.4.4 Well testing Porta/Contractor

1.4.5 Rig dismantle and move to next Contractor

development well
1.4.6 Demobilization rig equipment after Contractor
well No.6

Table 4. Work Packages of Pre-Commissioning and Commissioning

WBS Level Phase/Activity Name Resources Type
LEVEL 1 1 Pre-commissioning Porta
1 Commissioning & Start Up Porta
1.1.2 Project’s Manpower
Degreed professionals such as engineers, geologists, and geophysicists play an
important role throughout resource development and operation. Technical “green collar”
laborers such as drill rig operators, welders, mechanics, and safety managers are integral to
the development of geothermal resources. Degreed experts with backgrounds in engineering,
geology, and geophysics are crucial to the development and management of resources.
Geothermal resource development depends heavily on technical "green collar" workers like
drill rig operators, welders, mechanics, and safety managers.
Geothermal resources are frequently found in remote locations, necessitating the
assistance of the local labor force. People with a variety of occupational talents can earn a
long-term living by developing geothermal resources. Welders, mechanics, pipe fitters,
plumbers, machinists, electricians, carpenters, drillers, surveyors, architects, designers,
geologists, hydrologists, electrical, mechanical, and structural engineers, HVAC specialists,
aquaculture and horticulture experts, managers, attorneys, regulatory and environmental
consultants, accountants, computer technicians, resort managers, and spa developers are
among those who fall under this category.

Figure x. Job Types throughout the Project Timeline

(Source: Geothermal Energy Association, 2010)
 Table x. Roles in Exploration
Job Title Description
Geologist Evaluate resources and potential well location
Geophysicist Evaluate seismic data
Reservoir Engineer Estimate resources to be produced from well testing analysis
Crew to gather data Gather data for location survey and preparation
Geochemist Evaluate the subsurface composition of the fluids in a
geothermal system
Exploration Driller planning and coordination of geothermal exploration drilling
activities
Sample Analyst performs sampling and collects fluid samples for analysis
Consultants Collection, analysis and interpretation of geothermal
exploration data
ESTIMATED TOTAL
11 – 22
MANPOWER
(Source: Geothermal Energy Association, 2010)

Table x. Roles in Geothermal Drilling

Job Title Description
Drilling Engineer Support on-site well drilling
Rig Hands/ Drill men Operate geothermal drilling rig
Rig Site Manager Manage drilling operations
Mud logger Sample and analyze fluid and rock cuttings from the wellbore
Drilling fluids personnel Ensure the continual flow of drilling fluids into and out of the
well
Cementing personnel Cement metal casings in place within the wellbore
Safety manager Ensure the safe operation and management of both the drill
rig and employees
Welder Well equipment at drill site
Casing personnel Installs metal casing in the geothermal wellbore after drilling
is complete
Directional Drilling Directional Drilling Personnel
Personnel
Well Logging Contractor Operate downhole well logging equipment
Well Site Geologist Utilize geologic techniques and expertise to help mitigate
drilling risk
Rig Transporter Operates transportation needed to move the drill rig from one
job site to the next
Fuel Transporter Operates transportation needed to deliver fuel to the drill site
ESTIMATED TOTAL
91 - 116
MANPOWER
(Source: Geothermal Energy Association, 2010)
 Table x. Roles in Plant Engineering & Design
Job Title Description
Degreed Engineer Engineers of various backgrounds (electrical, civil, mechanical)
prepare equipment specifications, schematics, drawings, and
general plant design
Plant Designer Utilizes design software to prepare engineering designs for the
geothermal power plant
Document Controller Manages documents pertinent to the design of geothermal
power plant
Design Team Supervisor Supervises and manages the overall geothermal power plant
design process
Admin. Support Assists the project team in document control, customer service,
and other aspects as needed
ESTIMATED TOTAL 43 - 49
MANPOWER
(Source: Geothermal Energy Association, 2010)

Table x. Roles in Plant Construction

Job Title Description

Construction Manager EPC overhead staff
Project Engineer EPC overhead staff
Field Engineer EPC overhead staff
Project Superintendent EPC overhead staff
Safety Manager EPC overhead staff
Document Controller EPC overhead staff
Admin Support EPC overhead staff
Welder EPC overhead staff
Assembly Mechanic Subcontractor
Inspection Personnel Subcontractor
Concrete Construction Operator Subcontractor
Steel Erector Subcontractor
General Construction Personnel Subcontractor
ESTIMATED TOTAL MANPOWER 340 – 440
(Source: Geothermal Energy Association, 2010)

Figure x. Curve Manpower vs MWe Electricity

 Umam et al (2020) indicate important increase of manpower requirement for
geothermal development in Indonesia. It is, therefore, assumed to use the incline trend for the
manpower required in 2023.

1.1.3 Project’s WBS Analysis

Tabel x. WBS Analysis
Activity Analysis
1. Pre-Feasibility/ Geothermal Law No. 21 of 2014 and Environmental
Exploration Drilling Protection and Management Law No. 32 of 2009, which
are the relevant laws and regulations, are followed when
developing geothermal resources in Indonesia.
Geothermal business activities include initial surveys,
exploration, and exploitation according to Law No. 21 of
2014. In order to decide whether exploration drilling is
feasible, a pre-feasibility study is required after the
exploration phase (a thorough geological, geochemical,
and geophysical research). Pre-feasibility studies are
conducted to control project risks.

This stafe includes preliminary survey (Data collection,

ESIA and permits, planning for exploration),
Exploration (Surface and subsurface testing, seismic
data, prefeasibility study), Test Drillings (Land
acquisition and permits, Well drilling, well testing,
reservoir simulations) and Project Review and Planning.
2. Feasibility A geothermal feasibility study is a report created by the
project's developer that gathers and displays data
required to assess a geothermal energy project's technical
and financial viability as well as its adherence to social
and environmental standards. A feasibility study,
broadly speaking, is a dynamic document that changes as
the project preparation stage progresses. Such studies
may also serve specific objectives, such as helping
project owners make internal business choices or
proving to stakeholders in the public that a project is
economically viable and aligned with the nation's energy
plan.

The key risks should be identified, together with how

they will be managed, in a feasibility study. Financiers'
ability to evaluate project risks, their magnitude, and if
these are in a range they are ready to accept, is a
requirement for securing funding. The recommendations
provided in this document serve two functions. The
 Activity Analysis
initial goal is to assist project developers in
comprehending the necessary elements and format of a
feasibility study. The second is to make
recommendations for how funding organizations might
determine if a feasibility study is of sufficient quality
and scope.
3. Design During the design stage, FEED, EPC, Drilling program,
tender and operation for the 35MW geothermal plant are
conducted. The Geothermal Drilling Program (GDP)
provided assistance to companies seeking to develop
geothermal energy with the cost of proof-of-concept
projects including drilling geothermal wells.
4. Construction This stage includes construction of Pipelines, power
plant, substation and transmission
5. Operation This stage includes managing well operations and brine
reinjection, managing the geothermal resource, reservoir
monitoring and simulations, generating electricity,
managing emissions, noise and waste, well
decommissioning, make up well drilling, well testing,
and reservoir simulations.
6. Labor Allocation The estimated total manpower requirement for this
geothermal project from the exploration to construction
stage is 718 with 30-40% of the personnel being
manpower for plant construction.
7. Time Allocation Based on the project scheduling, the duration of the
project is 2003 days. 
8. Cost Allocation The project cost calculation uses IRENA (2017) as
reference with an allocation of 12% for exploration, 26%
for development, and 63% for construction, in order to
obtain a project cost of 134.05 MUSD. Total project cost
is 4l MU$D or 31 % from total cost is drilling.