Agree the handover while defining the project
Handover is easier when both sides know what the client will receive before development starts. List the application, source files where agreed, deployment setup, account access, and documentation in the proposal. Identify anything licensed from another supplier.
Name the people who will operate the software. A business owner, content editor, and technical administrator need different instructions. One long technical document may not serve all of them.
Review the work against agreed actions
Write acceptance checks around actions a user can complete. For example: create a customer, revise an order, export a report, or reset access. Include permissions and important failure states. These checks make remote review more concrete than a general request to “have a look.”
Record open issues and decide which prevent launch. Keep later feature ideas separate so the release can be accepted against its agreed scope.
Transfer control through the right channels
Confirm which organisation owns hosting, domains, subscriptions, and other accounts. Arrange access through invitations or an agreed secure transfer method. Do not bury passwords in a project brief or public document.
Include the ordinary operating tasks: publishing a change, managing users, locating logs, and restoring data if backup and recovery are in scope. Ask for a walkthrough of the tasks your team will actually perform.
Make post-launch responsibility explicit
Distinguish a defect in the agreed work from a new requirement. Confirm the support period, communication route, and what an ongoing maintenance agreement would cover. A launch date alone does not answer who handles the next software update.
Remote delivery benefits from a written record of decisions, clear review owners, and agreed response expectations. You do not need constant meetings, but you do need a reliable way to make decisions and keep the work moving.