Project Management activities have become an integral part of almost every organization. Most of the effort on a project tends to occur in the middle of a project with a substantial focus on the planning and execution phases, but with limited emphasis on the closing or termination aspect. Terminating a project has intrinsic and extrinsic organizational effects that need to be acknowledged and addressed at the end of a project lifecycle. Even successfully completed projects require post-project analysis to fully realize the benefit of the experience attained at the end of a project. The learning that occurs can augment or improve business processes, technological capabilities, senior management trust, and can mitigate current and future stakeholder issues. By adding the constructs of Project Termination Quality, Organizational Learning, Organizational Capability and Organizational Culture within the framework of the Project Excellence Model, this study examined the effect that performing a quality termination has on project management success. Based on survey data from a sample group of 166 respondents, Organizational Capability is positively associated with Project Management Success. Organizational Culture is also positively associated with Project Management Success, Project Termination Quality has a positive direct effect on Organizational Learning, and Organizational Learning has a positive moderating effect on the relationship between Organizational Culture and Project Management Success. The study fills in the gap on project termination literature and explains why more emphasis should be placed on the project termination phase. Execution of a quality project termination promotes organizational learning that can enhance the potential for firm success.