This chapter outlines how the task of managing sport at an Olympic Games has become increasingly more complex as the Games have grown in size as well as becoming more technologically and media interdependent. To provide contextual background, a brief review of this growth is discussed together with data on the event's scale and dimensionality, indicated by the changing number of events, athletes and spectators, and, by association, sports-related managerial and operational planning. Although the 16 days of sport competition is the most obvious manifestation of the Olympic movement, to date there has been surprisingly little published in academic literature specifically about sport-programme management and organization unlike other aspects of the Olympics, such as sponsorship (Barney, Wenn and Martyn, 2002), legacy (Cashman, 2006; Veal, Toohey and Frawley, 2012), security (Taylor and Toohey, 2007), economics (Preuss, 2000, 2007) and politics (Kidd and Donnelly, 2000). This chapter aims to redress this gap m scholarship by examining how sport is planned and organized at the Olympic Games. It begins by introducing principles of the Olympic Charter that gnide the management of Olympic sport. As the organization of sport at each edition of the Games involves a range of stakeholders, all with diverse agendas, these differing stakeholders' roles are discussed. Following this, an in-depth case study of a successful model for sport-programme organization, that of the Sydney 2000 Olympics, IS presented. To finish the chapter and provide alternative approaches to sport-programme management, descriptions of sport organization at subsequent Olympic Games to Sydney are provided.