“Almost finished” gives a project sponsor little to work with. Which function is ready, what has been tested, and what remains blocked? Vendor coordination turns those questions into specific follow-up. GAO’s public review of the FAFSA system illustrates what can happen when an organization loses sight of the requirements behind a contractor’s status report.
The Case: Reported Performance Needed Verification
In its September 2025 review, GAO found that Federal Student Aid was not validating contractor performance data for the FAFSA system. The agency also could not readily provide the complete system’s status because it was no longer tracking requirements. These were related problems: a progress claim was difficult to assess without a dependable record of the work it referred to.
For a business coordinating its own provider, the lesson is to retain that connection. Ask for evidence against the promised function or deliverable, and keep the acceptance decision with the client responsible for making it.
What a Smaller Business Can Verify
Worked example: for a Georgia company changing payroll providers, identify the configuration, data transfer, testing and training actually covered by the agreement. Record the client inputs the vendor needs and the dates they are due. A coordinator should not promise new fees, waive contract requirements or accept a changed scope without the authorized business owner. Route commercial and legal questions to the people assigned to decide them.
A report that says “configuration ninety percent complete” is difficult to verify. Ask which agreed functions work, which have been tested and which exceptions remain. Review defects by business effect. A minor display issue and an incorrect pay calculation should not carry the same weight. Confirm the next action after each vendor meeting and make ownership clear when the problem sits between two suppliers.
Build the Record That Supports Acceptance
Use a shared record for delivery commitments and unresolved dependencies. Refer to the relevant agreement or approved work order when the commitment affects scope.
Before the engagement ends, obtain the configuration record, administration instructions, support contacts and open-item list. Confirm the business can access its data and understand the ongoing subscription or service responsibilities. Record acceptance separately from invoice approval unless the client’s process intentionally connects them. The goal is a usable delivery record that survives a change in vendor personnel and gives the client a clear basis for follow up.
| Item | What to Record |
|---|---|
| Deliverable | Test payroll calculation for the agreed employee sample. |
| Vendor Owner | Named person responsible for submitting the result. |
| Client Dependency | Approved employee data and confirmed calculation rules. |
| Evidence | Test output and reconciliation against the approved expected result. |
| Acceptance Owner | Client payroll lead, with specialist review where required. |