Thoughtful project endings are a sign cant part of project management, yet there is relatively little work published in this important area. This reserve addresses the gap, focusing on the successful management of project endings, showing how to plan for the ending of a project, how to create ending competences, and in particular, how to successfully manage relations with different stakeholders of a project as it is coming to an end. Avila and Salami use a real-life case in the airline industry to show how the successful ending project was achieved and in doing so portray ideas and experiences not typically considered in the end. Through the case discussion, the difficulty of the development is unveiled and the achievement of success for all parties is explained. The reserve portrays three key success factors: ending competences, to be developed both at the organizational and individual levels; effect management of the business network around the ending project; and involvement at the strategic managerial level. It concludes that project endings are often complex and have far-reaching effects, and therefore, call for close managerial attention. The order is a useful and valuable contribution both in terms of theoretical and professional practice and can be used for teaching at postgraduate, MBA and professional development levels for students engaged with project management and business strategy. In particular, this is a optional read for top managers and for aspiring and practising project managers.