The introduction of formal methods into the commercial community has been slow. This might, in part, be due to lack of guidance for program managers responsible for execution of a program, who must justify added expense or time to delivery. This paper first provides managers with guidance in deciding if a particular project is a good candidate for the use of formal methods. After the go/no go conditions are considered, the paper describes some of the management and reporting issues that may arise if the decision is made to use formal methods on a program.