1. Preserve the agreed position
Collect the brief, proposal, statements of work, approved changes, plans, invoices and relevant decisions. Record what was expected and which assumptions have changed. Keep a factual timeline rather than a collection of accusations.
Secure appropriate access to accounts, source code, hosting and project documentation. If access is missing, record that dependency and resolve it through the agreed channels. Do not make unplanned production changes while responsibility is unclear.
2. Ask for a demonstration against real tasks
Replace “nearly finished” with a list of demonstrable outcomes. Choose representative tasks such as placing an order, processing an exception or completing an approval. Include the less attractive parts: errors, permissions, reporting and handover.
For each task, identify whether it works, needs correction, has not been built or cannot yet be assessed. A set of screens may show design progress without proving that the business process works end to end.
3. Separate four kinds of outstanding work
| Category | Decision needed |
|---|---|
| Agreed work not delivered | Confirm owner, remaining effort and acceptance |
| Unclear requirement | Define the expected behaviour before estimating |
| New or changed requirement | Approve, defer or reject through change control |
| External dependency | Obtain the access, data, content or supplier response |
Mixing these categories makes delivery conversations less useful. A delayed content decision and a broken integration need different remedies.
4. Agree the smallest useful recovery outcome
Identify the business capability that must work first and what can wait. A phased release may reduce risk, but only if the first phase is genuinely usable and supportable. Do not launch a partial workflow that creates an unmanageable manual burden without acknowledging it.
Ask the supplier to explain the recovery options, assumptions, dependencies and evidence behind the new plan. Assign named decision owners and dates for decisions, not just dates for development tasks.
5. Choose the delivery route
The sensible route may be continuing with the current supplier, adding a specialist, narrowing scope or arranging a controlled handover. A replacement supplier also needs discovery, access and time to understand the existing work. Switching is not a shortcut around those requirements.
If the parties cannot agree what is complete, an independent technical and commercial assessment can establish a clearer baseline. Contractual remedies and legal disputes are separate matters for an appropriately qualified adviser. Keep the immediate recovery conversation focused on evidence and a workable outcome.
Common questions
Should we stop paying immediately?
That depends on your agreement and circumstances. Obtain appropriate advice on contractual questions; a delivery review should establish the facts first.
Can we use completed code with a new developer?
Check the agreed ownership, licences, access and handover arrangements. Do not assume possession of files proves every right or dependency is resolved.
What should the next progress meeting produce?
A demonstrated position, remaining work by category, named blockers and specific decisions needed to proceed.