Ghost projects are real — and they will haunt you.

Ghost projects are real — and they will haunt you.

A colleague told me recently he was still being pulled into meetings for a project that had officially wrapped two years ago.

It started small — an innocent “quick question” about a system change. Then another request, this time about a process document no one could find. Before long, he was fielding budget queries, approving changes, and sitting in weekly calls for something that, on paper, was long since delivered.

The project was done. But it had never really ended.

And that’s the problem.

Most organisations put huge energy into launching projects well and pushing through delivery milestones. But the close-out? Too often it’s an afterthought. The work just… fades.

No clear finish.
No celebration.
No proper handover.
No “we’re done here.”

This is how you end up with the dreaded never-ending post-project support phase — the zombie project that quietly drains time, resources, and goodwill.

Here’s the thing: how you finish matters just as much as how you start. You need to finish a project like you mean it. PMI, PRINCE2 and APM all emphasise formal closure, not as bureaucracy, but because it’s how you protect the value you’ve created and stop chaos creeping back in. This is vitally important when you are a consultant on a project. 

So what steps can we take to actually close off a project in a positive way and stop it from haunting us in the future?

Celebrate. Thank. Broadcast.

This isn’t fluff — it’s fuel.

• Shout out to the people who made it happen. Publicly.
• Thank the stakeholders who backed the project.
• Tell the story — share the win internally or externally to build credibility and pride.

Remember: if you’re the project lead, your success is built entirely on your team’s work. You owe them a proper thank-you. Recognition isn’t just good leadership ,  it’s paying the debt you owe to the people who delivered.

PMI’s PMBOK Guide calls it part of team development. PRINCE2 says closure should include “planned and orderly disengagement of resources.” Translation: make people feel valued, make it visible, then let them move on.

Handover like you mean it

“Someone will pick it up” is not a plan. You need to be clear on what’s being handed over, to whom, and how. Ensure they have the access, knowledge, and support to own it and that you have captured lessons learned and update playbooks or knowledge bases.

Archive the project data where future-you (or the next PM) can actually find it, and finally ensure the operations team run their own ‘kick-off’ into ‘Business as usual’.

The project team’s handover is only half the job. The team taking over needs to actively communicate to stakeholders:

• What they’re now responsible for
• How the work will be managed going forward
• Any changes in process, contacts, or escalation routes

• When and how they’ll report back on performance or benefits

This is their moment to step forward as the new owners, set expectations, and stop people instinctively running back to the project team.

PRINCE2 has its Handover and Lessons Reports. PMI calls it “final product/service/result transition.” APM insists on operational handover and benefits tracking.

The common theme: ownership must be deliberate and visible.

Demobilise like a pro

Projects aren’t meant to be permanent.

• Formally announce the project’s closure to all stakeholders.
• Explain how things will work once operations take over.
• Release the team completely - no half-in, half-out limbo.

All three methodologies agree: confirm acceptance, reallocate resources, and document the end. Skip it, and you’re leaving a slow leak in your capacity.

In M&A, This matters even more

M&A projects are magnets for “just one more meeting” syndrome.

Without a clean close, you get:

• Confusion over ownership post-Day or closing which can have important legal implications.
• Delays in systems cutover, data transfer, or regulatory filings
• People leaving because no one made the transition clear
• Synergy targets quietly slipping away

In a strong close-out, you:

• Celebrate Day One/Completion and shape the success story
• Deliver a clear Operating State Document or Handover Playbook — what’s done, what’s pending, who’s on the hook
• Ensure BAU functions actively launch their ownership phase with stakeholder comms and a visible “we’ve got this” plan
• Release the deal team so they’re not pulled back months later
• Hand synergy tracking to BAU owners, with clear KPIs and timelines
• Archive deal docs, trackers, and sign-offs in a secure place. Make sure things are 'findable'.
• If you can't find it later, you may as well put it in the bin.

“We’ll sort that post-close” is the fastest route to a zombie project. Some things are unavoidable, but wherever possible resolve and close.

What the big Three say about closure

Methodology	Closure Requirements
PMI (PMBOK)	Handover deliverables, lessons learned, final report,   update knowledge base, team recognition, release resources.
PRINCE2	Handover report, lessons report, benefits review plan, updated business case, closure notification, resource release.
APM	Handover to operations, capture/disseminate lessons, set up benefits management, update governance docs, stakeholder comms.

The Bottom Line

The end of a project is your last chance to:

• Lock in the value you’ve created
• Prove you can lead from start to finish

Do it right, and you’re remembered for clean transitions, well-prepared handovers, and teams that know when they’re done.

Do it badly, and you’ll be getting “quick follow-up” emails about something you thought was finished last year.

Celebrate. Handover. Demobilise.

Then walk away clean — and proud.