Researchers and project management practitioners have substantively examined factors contributing to the success of capital construction projects. Project management success is generally measured within the constraints of approved scope, cost, time, quality, resources and risk. There has been increased debate on factors that contribute to capital construction projects' success but there is still room for continued exploration. This study investigates how a multi-organizational team in Southeastern United States successfully managed a capital construction program. It explores the case through the coordination theoretic lens. Multiple data sources allowed for triangulation and corroboration of information gathered. Evolving themes from the data included strategic planning, work packages, stakeholder management, coordinated monitor and control, coordination and collaboration, shared authority and responsibility, collaborative leadership, program team management, and risk management. Exploring these considerations through the coordination theory may expand the traditionally accepted success factors to include nontraditional factors that can contribute to programs and projects' success.