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1Repair Windows errors before they cause bigger problems2Fix the driver behind crashes, sound loss and screen glitches3Clear out junk files and repair common Windows errorsCheck a deliverable against the latest approved contract, statement of work, specification and acceptance criteria—one requirement at a time. Record the method and evidence for each check, identify failures or approved changes, and obtain a decision from the person authorized under the agreement. Work being completed is not the same as the client accepting it.
What counts as the review baseline?
Use the current, mutually approved requirements—not an informal expectation added after delivery—as the basis for review. Gather the signed agreement, current statement of work, specification, deliverables list, acceptance criteria, approved change records and any standards the agreement references.
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Confirm that the item under review is the right deliverable, version, format, scope and delivery date. If documents conflict, or a requested change has not been approved through the agreed process, pause that check and ask for clarification rather than silently choosing an interpretation. The Project Management Institute advises uniquely identifying and making requirements verifiable, and documenting and approving changes: PMI’s guidance on managing third-party software development.
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How do you turn requirements into a checkable review?
Give each requirement a stable ID and translate it into an observable expected result. A practical review sheet can use these fields:
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| Field | What to record |
|---|---|
| Requirement ID and source | A unique identifier and the contract, specification or other approved source location. |
| Expected result | The measurable or observable acceptance criterion, in the terms agreed for the work. |
| Verification method | Test, analysis, inspection or demonstration, as appropriate to the requirement. |
| Evidence and result | Where the evidence is stored, what was observed, and who checked it and when. |
| Status and issue ID | The result and, where needed, a link to a defect, exception, waiver or approved change. |
For software and systems, a bidirectional traceability matrix can connect each requirement to its verification procedure and result. NASA’s software-engineering guidance describes recording the method, test-case identifiers and results, and a status such as verified, deferred or not applicable: NASA SWE-194, Delivery Requirements Verification. The same basic principle works for non-software work: reviewers should be able to trace a criterion to the evidence that supports its status.
Keep the paperwork proportionate. A small, low-risk document may need only a concise checklist and sign-off; a complex service or high-consequence deliverable may need staged reviews, detailed test records and independent checks. USPS supplier guidance recommends scaling quality-plan formality to project size and potential risk: USPS Supplier Performance Management, section 5-6.1.
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Which verification method should you use?
Choose a method that can establish the specific requirement, produces evidence strong enough for its risk, and is allowed by the agreement. NASA identifies test, analysis, inspection and demonstration as verification methods.
| Method | Use it when | Example evidence |
|---|---|---|
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| Demonstration | A workflow or capability needs to be shown in operation. | Demonstration record identifying the version, scenario, participants and outcome. |
State the expected result before performing the check. Preserve actual results, relevant screenshots or logs, document and version identifiers, and reviewer and date. Objective evidence is a documented fact; NASA gives examples such as checklist or audit records, meeting minutes, dated status reports, signatures and project-repository records.
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What should you check beyond features?
Where the agreement includes them, verify non-functional criteria as well as whether features work. Performance, usability, reliability, accessibility or other quality expectations can affect whether a deliverable meets its agreed purpose. PMI notes that software can satisfy functional requirements yet disappoint or be rejected by users because of inadequate performance or usability.
Do not invent new acceptance criteria during final review. If the client wants a new or changed criterion, document it and use the agreed change-control process before treating it as part of the baseline.
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How should failures, exceptions and changes be recorded?
Do not mark an unmet or ambiguous requirement as compliant without an approved disposition. For each failed or unresolved check, create an issue record containing:
- A unique issue ID and the requirement it affects.
- The evidence and a concise description of the gap or ambiguity.
- Impact, responsible owner and target resolution date.
- Disposition, such as correction, approved waiver, deferral or a decision that the criterion does not apply.
Use status labels such as verified, failed, deferred, not applicable or conditional only when their meanings are defined by the agreement or the project’s process. Link approved changes to the affected requirements so the review reflects the authorized baseline. NASA recommends recording release scope, approved changes, resolved and deferred defects, capabilities and limitations; PMI likewise advises logging errors and controlling contract changes.
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Who accepts the deliverable, and what should be preserved?
Prepare a review summary that distinguishes checks passed, failed, not run, waived and conditionally accepted, and identifies open issues and agreed resolution dates. Send it to the client representative authorized under the agreement. Preserve the acceptance, rejection or conditional-acceptance record alongside the exact reviewed version and its evidence package.
The applicable agreement and jurisdiction determine the actual acceptance process. In U.S. federal contracting, FAR Subpart 46.5 defines acceptance in relation to conformance with applicable contract quality and quantity requirements and describes documentary evidence such as an acceptance certificate or inspection/receiving report. Those federal rules are not a universal procedure for private clients or other jurisdictions: FAR Part 46, Quality Assurance and FAR Subpart 46.5, Acceptance.
When should the review be more formal?
Increase oversight when the deliverable is complex, unique, safety-critical, regulated, expensive to correct or difficult to inspect after release. A more formal plan can define review checkpoints, surveillance schedule, methods, reporting chain and corrective actions. USPS guidance describes these as quality-plan elements and recommends matching formality to size and risk. FAR’s quality-assurance provisions offer a government-procurement example of planning surveillance alongside the statement of work; private clients should follow their own contract and applicable rules.
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