Establish a baseline
Choose a specific workflow and record how it performs before the engagement. Useful measures might include completion time, error rates, resolution time or cost per task.
Choose measures the team can influence. Revenue or adoption may also depend on policy, pricing or organisational change. Record those dependencies so the engineering team is not judged against an outcome it cannot control.
Review evidence each sprint
Keep the review tied to the work delivered and the decisions it supports:
- Demonstrate a working change in the target workflow.
- Compare evaluation results with the agreed acceptance criteria.
- Record technical decisions and the evidence behind them.
- Review new risks and check whether earlier risks have been resolved.
- Track relevant quality, reliability, response-time and cost measures.
- Collect feedback from users or representative trials.
Check whether the customer can take ownership
A document handover does not establish that a team can operate the system. Ask the people taking ownership to exercise the runbooks, diagnose a failure and make a controlled change.
Depending on the system, this could include an independent release, an incident simulation or a model update under the customer’s approval process. Use the results to identify where more training or documentation is needed.
Keep activity measures in perspective
Hours worked, lines of code and prompts run can help explain effort, but they do not establish that the customer has received value. A small change that resolves a major risk may matter more than a large volume of output.
At ADEL, we review the working capability, the evidence supporting production readiness and the customer’s ability to continue. Those checks keep attention on what the engagement is meant to achieve.
