<![CDATA[This study examines the effects of the Project Management Office (PMO) role and the use of a Work Breakdown Structure (WBS) on the project performance of interns at PT Menara Indonesia. A quantitative approach was employed involving 170 interns selected through purposive sampling. Data were collected using questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. After indicators Z4 and Y4 were eliminated, all retained indicators and constructs met the convergent validity and internal consistency reliability criteria. The results showed an R² value of 0.640 and an adjusted R² value of 0.634, indicating that the PMO role and WBS use explained 64% of the variance in project performance, or 63.4% after adjustment. The PMO role had no significant direct effect on project performance, whereas WBS use had a positive and significant effect. These findings demonstrate that systematic work decomposition, clear task allocation, effective time management, and structured risk control through WBS play important roles in improving interns’ project performance. Therefore, PMO practices should be operationalized through a clear and structured WBS to provide more effective guidance and project control for interns.]]>
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