Build a clear processing scope of work.

Start with the boundaries of the work.

“Full processing” says too little on its own. List each stage where you need help, then name the task. Asking for an item, checking that it is there and deciding if it meets a lender’s requirement are different jobs. Make that split clear.

State when each task starts. For follow-up work, who makes the first request and where is it kept? If a response has gaps, who checks them and asks for what is still needed? Broad labels should not leave those steps unassigned.

• Starting information and access needed
• Task owner and retained decision owner
• Evidence of completion and receiving person
• Exceptions that require a separate discussion

Use an edge case to test the scope.

Try this fictional documents-and-disclosures handoff. The loan officer has prepared the required items, but the processor finds one is missing. The scope should say how to return that gap to the loan officer and confirm receipt of the revised file. Finding a gap does not transfer preparation or approval duties.

Try the same check for third-party items, condition follow-up and closing work. Agree where to record a scope change and who can accept it. Keep business terms in the written agreement. A workflow chat is not a complete contract.

Keep the scope usable after onboarding.

Give the team a short guide to the agreed roles. The full agreement may be long, but people still need to find the next step and who can help. Keep the guide in line with the approved terms. Retire old copies.

Fannie Mae’s outsourcing guidance covers seller duties within its own framework. It is not a scope template for every business. This checklist is an editorial planning aid. Check the lender’s instructions and your own oversight duties. Review the scope when services, systems or roles change.