What this means for your practice
Ask what each response from the receiving system actually confirms and which checks remain. Keep receiving a message, accepting it and completing the intended work distinguishable.
An example to discuss with your team
Rehearse a fictional message that is received but cannot complete the intended workflow.


Questions to take to your supplier
Use a fictional message that arrives but cannot finish its intended workflow. What further check shows the problem and who investigates it? Keep receipt, acceptance and usable outcome distinguishable in staff-facing reports, with technical detail available for support.
Agree the working process
Ask the implementation team to describe the response stages used by the actual interface. For each, write what it establishes and what further business check remains. Staff should not have to infer that a technical receipt means the receiving task is complete. Connect the original message reference to the receiving record or exception so an investigation can follow one clear history. Use a fictional message that is received but cannot produce the intended result and ask the responsible team to demonstrate its resolution route.
Include a delayed response where relevant to the supported arrangement. Decide who reviews unresolved exchanges and what information they need from each supplier. Keep the staff-facing view concise, with deeper technical details available for support. During regular checks, compare the acknowledged items with the outcomes the business actually expected. This provides a more useful operating picture than a count of acknowledgements alone and helps identify the specific stage at which work remains unfinished.
How to check the result
Measure exchanges acknowledged without a verified business outcome.
Turn reading into a next step
Your action checklist
Work through these checks with your team or supplier. Tick the ones you have resolved and leave unknowns open.
Record what you know, what is still missing and the answer you need from your team or supplier.
Use project decisions only, without personal, patient or confidential details. Entries stay in this page and are not submitted to Kay & Co. Copy or download before leaving; this page does not save your notes.
Further reading
These sources provide background for the topic. The practice examples and checklist are illustrative planning suggestions from Kay & Co.
Related guides
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