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Check a deliverable against the latest approved requirements, one requirement at a time. Record the test or review method, the evidence and result, and any failure or approved exception; then obtain a documented decision from the person authorized under the agreement. Work being finished is not the same as the client formally accepting it.
Start with the approved review baseline
Use the signed agreement and its current statement of work, specification, deliverables list, acceptance criteria, approved changes, and any referenced standards to decide what is in scope. Requirements should be identifiable and verifiable, and changes should be documented and approved by both parties. PMI’s guidance on third-party software projects discusses these controls.
Before checking quality, confirm that the item submitted is the one requested: record its name, version, format, scope, and delivery date. If requirements conflict or a proposed change has not been approved, pause the affected check and seek clarification through the agreement’s change process. Do not silently substitute a new expectation for the agreed baseline.
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Turn requirements into a check sheet
Give each requirement a stable ID and translate it into an observable expected result. A practical review table is:
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| Requirement ID | Requirement and source | Expected result or acceptance criterion | Method | Evidence and result | Status or issue ID |
|---|---|---|---|---|---|
| R-01 | Requirement text and its location in the approved specification | Specific, observable outcome | Test, analysis, inspection, or demonstration | Evidence location, reviewer, date, and observed result | Verified, failed, deferred, not applicable, or conditional as defined by the project |
For software and systems, NASA’s Software Engineering Handbook, SWE-194 recommends bidirectional traceability: link requirements to verification procedures and results, including method, test-case identifiers, and status. This makes it possible to find both requirements with no evidence and checks that are not tied to an agreed requirement.
Keep the formality proportionate. A small, low-risk document may need a concise checklist and sign-off; a complex or costly-to-correct service may justify staged checkpoints and more formal records. USPS supplier guidance says quality-plan formality should scale with project size and potential risk, with criteria specified for checkpoints and deliverables: USPS Supplier Performance Management manual, section 5-6.1.
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Choose a verification method that fits the requirement
Set the expected result before the review, then choose a method allowed by the agreement that can establish whether the requirement was met. NASA identifies four common methods:
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- Test: Run a defined procedure and record the actual result, such as whether an agreed workflow produces the expected output.
- Analysis: Evaluate data, calculations, or other information against the criterion when direct testing is not the appropriate proof.
- Inspection: Examine the artifact or records for specified properties, content, or format.
- Demonstration: Observe the deliverable performing a workflow or capability in the agreed setting.
Use the least burdensome method that still produces sufficient, repeatable evidence for the requirement’s risk and acceptance terms. A reviewer’s statement that they “looked at it” is not a result. Record what was checked, how, and what happened.
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Keep objective evidence with the review record: for example, dated test logs or screenshots, the document or build version, checklist results, reviewer and date, and where the supporting material is stored. NASA’s handbook describes objective evidence as documented fact and gives examples such as checklist or audit records, meeting minutes, dated status reports, signatures, and repository records.
Check non-functional criteria as well as features
For software or other technical work, verify agreed quality criteria beyond whether a feature exists. Performance and usability can matter when they are part of the approved requirements; PMI notes that a system can satisfy functional requirements yet still be rejected by end users because performance or usability is inadequate.
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Do not invent acceptance criteria during final review. If an important expectation was never agreed or is ambiguous, document the gap and resolve it through the contract’s clarification or change process rather than marking the deliverable against a new standard.
Record failures, exceptions, and changes explicitly
For every failed or unclear check, create an issue record that identifies the requirement, evidence, impact, responsible owner, due date, and disposition. Link approved changes to the requirements they affect. NASA recommends delivery information that identifies release scope, approved changes, resolved and deferred defects, capabilities, and limitations; PMI also discusses issue logging and contract-change control.
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Use statuses such as verified, failed, deferred, not applicable, or conditional only when their meanings are defined by the agreement or project process. A waiver, deferred item, or unresolved defect is not the same as verification. Make the distinction visible, including who approved a departure and what happens next.
Get and preserve the acceptance decision
Prepare a review summary showing which requirements passed, failed, were not run, were waived, or were accepted conditionally, along with open issues and agreed resolution dates. Route it to the client representative authorized under the agreement. Preserve the acceptance, rejection, or conditional-acceptance record with the exact deliverable version and its evidence package. PMI recommends a review and acceptance record with formal sign-off by the designated responsible person.
In U.S. federal contracting, the Federal Acquisition Regulation (FAR) defines acceptance as acknowledgement that supplies or services conform to applicable contract quality and quantity requirements, subject to the contract and the regulation. FAR says acceptance is ordinarily documented by an acceptance certificate or inspection/receiving report. See FAR Part 46 and FAR Subpart 46.5. These are federal procurement rules, not a universal process for commercial clients or other jurisdictions; follow the applicable agreement and law.
Scale review effort to risk
Use tighter oversight when a deliverable is complex, unique, safety-critical, regulated, expensive to correct, or difficult to inspect after release. Risk can justify more checkpoints, independent review, defined surveillance methods, clearer reporting, or planned corrective actions. USPS guidance describes these kinds of quality-assurance plan elements, while FAR addresses government quality assurance and surveillance planning alongside statements of work. Those procurement examples illustrate risk-based planning; private projects should use the controls their own agreements and requirements call for.
Standards also have defined scopes: ISO 16106:2020 is guidance on applying quality management to dangerous-goods packaging, intermediate bulk containers, and large packaging, not a general acceptance checklist for every kind of deliverable. Its catalog entry identifies it as published in February 2020 and confirmed: ISO 16106:2020.
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