BY HANDRA · OCTOBER 25, 2026
A sale is the beginning of a different conversation.
When a client says yes, the work changes shape. The sales conversation was about a possibility. Delivery is about a sequence of decisions, deadlines and approvals. A strong handover makes that change visible. A weak one leaves the team rebuilding context from old emails.
The goal is not to produce a longer internal document. It is to make sure the people doing the work can answer a few important questions without asking the client to explain everything again.
1. Record the agreement in plain language.
Write down the outcome the client wants, the work included, the work excluded and any assumptions that affect delivery. Keep the wording specific enough to be useful. “New website” is a label; “a five-page website with an enquiry form and a client-supplied product catalogue” gives the delivery team something to work with.
Include the client contact who can approve decisions. The person who introduced the project may not be the person responsible for its final acceptance.
2. Give the agreement a delivery home.
Create the project while the context is fresh. Link it to the contact and opportunity so the relationship and the work remain connected. Add the first few tasks rather than an elaborate board full of guesses.
A useful first board often contains scope confirmation, collection of required materials, the first review and final handover. The team can add detail as the work becomes clearer.
3. Make the next action unambiguous.
Every active project should have a visible next step. Who is waiting for whom? What decision is needed? What would move the project forward today? If the board cannot answer those questions, adding more status columns will not help.
Separate a task being done from a task awaiting a client response. Even when your tool uses a simple three-column board, the task title and shared note can explain the dependency.
4. Agree how updates and approvals will happen.
Tell the client where to find progress, where to leave comments and what requires a formal approval. A client portal is useful when it becomes the shared reference point, rather than another destination the client has to remember.
Avoid assuming that silence means acceptance. Keep an explicit record when a client approves scope, direction or a deliverable. A basic typed-name sign-off can support everyday project administration, while higher-stakes agreements may need a specialist signature process.
5. Connect the invoice without confusing it with delivery.
An invoice is a financial record, not a complete project plan. Link it to the same contact and agreed work, choose the correct currency and confirm the payment stage. Keep the delivery board useful even when the invoice is still being processed.
In Handra, a won deal creates a delivery project. The CRM invoice action creates a draft invoice linked to the deal. Start with those connections, then build the tasks and client updates around the work you have actually agreed.