This thesis seeks to better understand how a combination of different project management approaches could lead organisations to cope with project closure in more effective ways. More specifically, a coexistence of Waterfall and Agile project management is examined and presented as positive contribution to insurance and investment organisations for more effective transitions from project management to business-as-usual. A comprehensive framework combines within the theoretical chapters the hybrid approach between Agile and traditional project management for successfully closing projects. It represents the lens through which the empirical material can be analysed.The empirical work is based on a single-holistic case study of Intesa Sanpaolo Life dac, incorporating seven semi-structured interviews with the most authoritative individuals of this company in relation to the topic of this paper. This case study provides a deep insight on project closure management which is addressed by investigating challenges and highlighting effective practices of the company in question. Throughout the analysis of the data gathered, the authors managed to highlight findings which provide managerial and theoretical contributions.The originality and the value of this research is given by the fact that this work expects to enrich project-based organisations which use a combination between Agile and traditional project management and struggle to get a proper project closure and transit to the operation phase. Consequently, this represents a completely new point of view in the literature related to project management, which sees project closure as the most understudied phase of the project life-cycle.