Introduction It is inevitable that any project will eventually come to completion. Most project participants are hardly excited by the closure, since the outcomes have been achieved and the ownership handed over (Gray and Larson 505). Most of them focus on the next upcoming projects or other ventures. However, handling this closure phase in a project is vital for any organization. This closure phase involves various daunting tasks and all the project participants including the project office, manager, teams, an independent facilitator and an oversight committee are needed. Types of Project Closures Projects closures are of different types as discussed below: Normal This is the most common type of closure and happens when the project comes into completion. In developmental projects, the end is symbolized by the successful launch of a new service or product. In IT projects, such as those involving creation of a new system or an upgrade of an old one, the end is characterized by incorporation of the output into the current operations (Gray and Larson 506). Premature Sometimes, a project might end earlier than intended with some parts of the project being eliminated. An example is an organization may decide to launch a new product before testing it to beat other competitors. This form of closure is risky, since the benefits are dangerous, illusionary and short-lived (Gray and Larson 506). Perpetual Some projects are endless, as they have constant add-ons, which is a clear indication of poorly conceived projects. Reviewers of perpetual projects must formulate a plan to bring ultimate closure of such projects instead of adding other new features (Gray and Larson 507). Failed Project Failed projects do not achieve the laid down objectives, necessitating immediate closure. The failure of the project is attributed to circumstances that are beyond the project team control. It is important to communicate the reasons behind the termination of the project, to prevent the participants from being vilified and stigmatized (Gray and Larson 507). Changed Priority Priorities in an organization often change, necessitating a shift in strategy. For example during an economic downturn, most companies will focus more on cost saving rather than money generating projects. Some ongoing projects that do not conform to this strategy may be canceled, put on hold or altered (Gray and Larson 507). Project Closure There are three major steps in closing a project as discussed below. Wrap up Activities The main activity in the wrap-up step is to make sure the customer has approved and accepted the project. They are various wrap up activities such as paying bills, reassigning personnel and equipment, closing off accounts and producing the closing report. Most wrap up activities are tedious and motivation is a major challenge at this point. It is challenging for the project manager to keep the team focused on finishing the outstanding activities, until the project is complete and delivered to the customers (Gray and Larson 507). It is thus important that a review of the closure schedule and plan is communicated early enough to the project team. This helps the team members to be psychologically prepared that the project will eventually come to an end and assist them to move on. Most organizations have formulated a closure checklist for the wrap up tasks. As earlier stated, the acceptance of the produ