In brief
A project is not fully handed over if the buyer cannot operate it or appoint another provider. Handover should cover access, assets, documentation, and unresolved issues.
A project is not fully handed over if the buyer cannot operate it or appoint another provider. Handover should cover access, assets, documentation, and unresolved issues.
A project is not fully handed over if the buyer cannot operate it or appoint another provider. Handover should cover access, assets, documentation, and unresolved issues.
Prepare a record showing the order or job reference, what was received, what was checked, and what remains outstanding. Use the agreed acceptance criteria and involve the right operational or technical reviewer. Where an issue is found, identify the affected item and the evidence needed to investigate it. Avoid marking an incomplete check as passed simply because delivery occurred.
Give each unresolved item an owner and a planned next action. Follow the contractual reporting procedure and retain the relevant records. Final acceptance should reflect the checks actually completed, while outstanding work remains visible to both parties.
Consider this hypothetical example.
A website is launched, but only the supplier can update it or access backups. Test a representative administrative task with the buyer’s own team before closing handover. Confirm ownership of accounts, source files, subscriptions, and operating instructions. Record unresolved issues separately from completed delivery. A successful public launch does not establish operational independence; the buyer should be able to perform the agreed tasks or appoint support using the material handed over.
Close the handover when the agreed operational tasks can be performed without undocumented supplier dependence.
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