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Abstract When one is invited to audit a purportedly completed project—commonly referred to as a terminal or endline evaluation—it is assumed that the project has, indeed, ended and its labor has borne fruit. An evaluation would tease out some of the inherent issues through qualitative and quantitative means to gauge the level and breadth of success and provide recommendations. There are, of course, successful, weak, aborted, and failed projects. But finding four projects to have been complete charades was unexpected! This chapter highlights two cases. Respecting the particular countries’ honor, their intended beneficiaries, and the donor agencies that may have been unwittingly betrayed by project implementors, as well as heeding implementors who were debutantes in the application and use of grants and may have had a completely different understanding of contractual issues and terms, only the sectors involved with their generic locations are indicated. The lessons herein represent an enduring common gap in essential de rigueur due diligence, planning, and execution of evaluation assignments worldwide.