Financing documents with their conditions visible, board minutes approving the revision, correspondence showing when the delay arose, an updated hiring and premises schedule, and updated financial projections that reconcile with the funding actually available. Keep the superseded version rather than discarding it, so the change is traceable.
Reconcile the three numbers
Funding available, payroll planned and premises committed should agree with one another in the revised document. A hiring schedule that outruns the money, or a lease sized for the original plan, is the kind of inconsistency that turns a delay into a credibility problem. Ask whoever prepared the revision to walk through the arithmetic once with counsel present, and correct the plan rather than explaining the gap later.
Ask a second question of every financing document: what does it say happens if the condition is not met. A term sheet that lapses on a date, a subscription that can be withdrawn, or a facility conditional on a valuation each carry an end point, and the revised plan should acknowledge it rather than assume it away. Where a shareholder has committed personally rather than through the company, say so, because the identity of the funder affects what the business itself can rely on.
Keep bank confirmations current as well: a statement from the month the delay began describes a position that has since moved, and a reviewer will notice the date before the figure.