Your Israeli service provider says the project is finished. The demonstration looked convincing, but your team still cannot find the editable files, operate the system independently or match the handover to the agreed specification. Before sending a broad accusation or a friendly “all done”, build a clear picture of what has actually arrived.
This checklist is for a foreign business reviewing an incomplete project handover from an Israeli supplier. It is a practical preparation tool, not a conclusion about completion, acceptance, payment or ownership.
A convincing demonstration and a usable handover answer different questions. Record what your team can actually access, test and operate.
Make a handover inventory, not a list of frustrations
Start with the agreement, statement of work, schedules and approved changes. Place the supplier’s completion message beside them. For each deliverable, record the promised item, the file or access supplied, the date received and the person who checked it. Keep the original correspondence and attachments, rather than relying on a translated summary.
Use separate factual statuses: received but not checked; checked and working; received with a specific problem; not received; or unclear from the documents. “Missing” and “not yet tested” are not interchangeable. Where your team lacks the technical knowledge to assess an item, say so and identify the specialist needed.
Check the working package behind the demonstration
A screen recording can show a result without showing whether your business has the materials needed to reproduce it. Depending on the project, your inventory might cover:
- Editable source files, drawings, configuration files or agreed export formats.
- Access to the correct production account, rather than a supplier’s demonstration account.
- Installation instructions, operating notes and a record of known defects.
- Training materials and the sessions actually delivered.
- Third-party services, subscriptions and dependencies mentioned in the project documents.
These are review prompts, not a statement that every supplier must provide every item. Match the list to the actual project. Do not put passwords, customer data or confidential technical material into an ordinary dispute email; describe the access problem and arrange an appropriate secure route.
Separate a missing deliverable from a new request
For each gap, identify the document and passage that your team is relying on. If the specification is ambiguous, retain both interpretations instead of presenting your preferred version as an established fact. A later wish for extra functionality belongs in a separate discussion from a feature already described in the project documents.
That distinction is different from negotiating an expanded scope. For additional work, see our guide to change orders with an Israeli service provider. Here, the task is to compare the delivery record with the existing project package.
Run a small, repeatable factual test
Choose a representative task from the agreed specification. Record the environment, version, steps, expected result and observed result. Attach a dated screenshot or short recording where appropriate. Ask the supplier to identify any prerequisite your team has missed. A report that says “export fails after step four” is easier to investigate than “nothing works”.
Keep technical testing separate from contractual acceptance. This checklist does not tell you whether a test, payment, email or use of the system amounts to acceptance. If a completion certificate, release, final invoice or request for sign-off is on the table, have the full document set reviewed before deciding what to say or sign.
Give counsel a focused handover pack
Prepare a short chronology, the agreed project documents, the supplier’s completion message, the item-by-item inventory and the test record. Add the commercial decision you need help with: securing the remaining materials, agreeing a completion plan or assessing the next communication. Keep disputed facts clearly marked.
The purpose is not to turn a project manager into a lawyer. It is to make the practical gap clear enough for legal review without guessing about remedies or committing your business through an improvised response. For a first discussion, our checklist for foreign companies meeting Israeli counsel explains how to organise the background.
Facing an incomplete handover from an Israeli service provider? Contact RNC Group on WhatsApp or email [email protected] to discuss a review of the project documents and the next communication. Describe the issue first, without sending passwords or sensitive project files.
Method and legal notice
Practical background, checked 28 October 2026: NISTA’s Contract Management Plan guidance recommends a document stocktake, operational records and a log of gaps and ambiguities. That guidance concerns UK PFI contract management; it is cited only for this organisational method, not as law governing an Israeli transaction. The checklist above is an illustrative preparation approach, not a standard acceptance procedure.
This article is for general information only and does not constitute legal advice. Laws and their application depend on the facts and jurisdiction and may change. Although we aim to keep this information accurate and current, we do not guarantee that it is complete or up to date. The article may contain omissions or errors. Reading this article does not create an attorney-client relationship with RNC Group. Before making a decision or taking action, seek advice from a qualified lawyer in the relevant jurisdiction.