When corporations need to undertake large programs, their IT organizations often outsource the majority of the tasks. It may be tempting to also outsource program management, but this function is critical to success and should never be outsourced.

Consider, for example, a new reservations system. It contains many separate projects: resource acquisition, marketing, development, customer support, rollout, maintenance and so on. Effective program management of these disparate projects is required for program success. While any or all of these projects may be successfully outsourced, the program management function should never leave your company. In addition, unless you and your outsourcer operate at Capability Maturity Model Level 4 or 5, you should have a "mirror" project manager on your staff. This is especially true when parts of the program are being sent offshore, which increases program complexity.

Moreover, many large programs involve changing internal organizational structures and business processes. You and your co-workers have a better understanding of these (and your company's culture and business needs) than any outsider can have. Also, you and your team are more motivated to make your program succeed than any outsider, since your long-term success is tied to the program's success.

A program is most likely to be successful when the people who develop and manage it are ultimately accountable for its operation and overall performance. Never outsource responsibility for the success of a program. Keeping its management in-house will enable you to obtain the following advantages:

Dedicated resources. Using your own staff prevents the outsourcer from reassigning "your" program manager to another customer or shifting much of the program management to junior staffers without your knowledge.