When projects in a portfolio range from carving a new neighborhood in London's Olympic village to expanding a Nigerian cement factory without disrupting daily operations, organization and efficiency aren't "nice to haves." They're musts. This article features the head of program management for Mace Group (London, England) discussing how he embedded program management as a core competency across the enterprise. First, it explains what keeps such a large portfolio organized and working efficiently, noting that the portfolio is broken down into different business units. Next, it defines "the Mace way." The article details the top priority in reshaping the company's program management office (PMO) and identifies the three building blocks that are in place. It also examines the approach to project management when working across different countries and provides an example of working with a client based in Russia. The article concludes by citing lessons learned on some high-profile public projects.