Priority 1 · Check first
Prove checkout works when the internet goes down.
Status: Possible risk. Test results are still needed.
What the example review has: The plan lists a backup connection. No outage test results have been shared. Steps for payments without internet still need the provider’s approval.
Why it matters: Checkout and card payments may stop if the main internet fails. A backup device alone does not prove the store can sell.
Who follows up: Internet, checkout and payments providers. The opening owner brings them together.
Target in this example: 14 days before opening.
Next action: Plan an outage test with the providers. Test a sale, an order and a receipt on the agreed backup. If you use payments without internet, follow the approved steps. Then bring the main internet back.
What counts as complete: Record the test result, time to switch and what happens when the main internet returns. Write down any limits on selling. If offline payments are allowed, get the limits approved by the provider. Check that each payment is sent only once when service returns.
Question to send the vendor: Can you show the outage test result and the exact steps staff should follow?
Priority 2 · Check first
Check that payments use this store’s account and reach the bank.
Status: Possible risk. Account and payment records are still needed.
What the example review has: The team says the card machines have arrived. The store account has not been checked. A real-payment result and a record of money reaching the bank have not been shared.
Why it matters: A card machine can be on and still fail to take a payment. It may also use the wrong store account. Catch that before customers arrive.
Who follows up: Payments provider and finance, with the checkout vendor.
Target in this example: 14 days before opening. Check bank arrival on the provider’s timetable.
Next action: Ask the provider to check the store account on each card machine. Follow its approved steps for a small real payment. Test a refund or void if the provider supports it.
What counts as complete: Record which store account each card machine uses and the successful payment result. Finance checks that the money reaches the right account on time and resolves any gap. Keep full card and bank details out of the shared tracker.
Question to send the vendor: What proves each card machine uses the right store account? Who checks that the money arrives?
Priority 3 · Before the rehearsal
Test orders and printers at a busy pace.
Status: Possible risk. The team has only described one test ticket.
What the example review has: One test ticket worked. Results for a busy rehearsal and every order route have not been shared.
Why it matters: Lost, late or wrongly routed orders can stop good service even if checkout works. One ticket cannot show every problem at a busy time.
Who follows up: Store manager and checkout or ordering vendor.
Target in this example: 7 days before opening.
Next action: Agree how many orders to test and how fast they must arrive. Test every order route to the right kitchen station, screen or printer. Include changed and cancelled orders. Test how to recover a failed order.
What counts as complete: Match the orders sent with the orders received. Check that none are missing, doubled or sent to the wrong place. Check that each arrives within the agreed time. Record how failed or changed orders were handled. Retest any fix.
Question to send the vendor: Can the team trace every order and show what it does with a failed or changed ticket?
Priority 4 · Start now
Give each shared vendor task one owner and a due date.
Status: Gap in the plan. Named owners are missing.
What the example review has: The plan names vendor firms but not one owner for each shared task. It does not show what must happen first for site access, internet, installs and training.
Why it matters: A vendor can finish its work while a shared task stays open. Late site access, gear or internet can push installs and tests into opening week.
Who follows up: Operations or project manager, with the contractor, installer and tech vendors.
Target in this example: Name owners and tasks within 2 working days. Check shared tasks 10 days before opening.
Next action: Name one owner for each shared task. Confirm firm dates for site access, gear, internet, installs, tests and staff training. Write down what each vendor needs from the one before it.
What counts as complete: Each task has an owner, a due date, a list of what must happen first and proof it is done. Any missed or unconfirmed date has a next step and a contact to call for help. The opening owner keeps the shared list up to date.
Question to send the vendor: Who owns the whole task? What must happen first? What proves it is done?
Priority 5 · Before the rehearsal
Agree who can pause the launch and who answers a support call.
Status: Gap in the plan. Launch rules and support hours are missing.
What the example review has: The plan has no written record of who makes the launch decision or which checks must pass. Backup steps and the support list for opening weekend are also missing.
Why it matters: Staff may face a payment or order failure and not know who to call or whether to keep selling. A late decision leaves less time to use the backup plan.
Who follows up: Operations leader, store manager and each support vendor.
Target in this example: 7 days before opening. Final check 1 day before opening.
Next action: Name who makes the opening decision. Agree the checks that must pass and when to call for help if a test fails. Get backup steps approved by the providers. Confirm support names and hours for opening weekend.
What counts as complete: Staff have the decision rules, call list and backup steps. Contacts and support hours are confirmed. Key checks have results. The operations leader writes down the final opening decision.
Question to send the vendor: If payments or orders fail on opening morning, who decides the next step? Who can help right away?
A real review may find fewer key issues. The aim is a useful list based on the facts shared, not a set number of issues.
