The difference between projects and programs has been ignored or confused by many people for too long. A project is chartered to create a specified “deliverable” as efficiently as possible (Project Management Institute [PMI], 2008a). Programs focus on the coordination of a number of related projects and other activities, over time, to deliver benefits to the organization (PMI, 2008b). While it is absolutely possible and often desirable to contract a project to an independent third party (e.g., the developer of a shopping complex can easily contract the building of the center to a construction company), it is virtually impossible to effectively contract out the program management role. The program manager must be an integral part of the organization’s strategic business.