IT projects serve as the foundation through which a number of organizationalInformation Technology benefits can be created. However, it appears to be acomplicated task with great economic consequences at stake to finish a project beforepositive results can be reached. Project closure, the very last phase of the project lifecycle, seems to be underrepresented in current research compared to the other phasesof the project life cycle. The research regarding postponed closure, meaning thatprojects, which technically are finished, are still allowed to continue, or projects thatare directly unfeasible and therefore should be prematurely terminated, is even moreabsent. This indicates that problems arise somewhere, which is what will beinvestigated in this study.The aim of this study is to gain an understanding to the underlying reasons whycertain projects face a delayed closure, when they in reality should be finalizedearlier. In order to do so, a semi-structured interview study was carried out andpresented in a qualitative data analysis. The results of this study, based on empiricalfindings and support from theoretical frameworks, and presented in an analysis anddiscussion, indicates that there are a number of reasons that are causing postponedclosure. Among others, it has been noted that the planning for project closure maybegin too late in the process, that poor governance from the project manager and thesteering committee could be the result of hesitation to strict decision-making, and anunprepared receiving organization as a result of unsuccessful communication anddocumentation between internal and external stakeholders.