Leave the work in a recognizable state
When an initiative is paused, identify what has actually been completed and which version of the material is current. A finished draft, an agreed decision and an untested assumption are different things. The person returning to the work should be able to tell them apart.
Keep a short note with the material. It should explain why the work stopped and the condition that would justify another look. An available person, a supplier response or a change in demand can provide a more useful trigger than an arbitrary promise to return to it soon.
Check what changed during the pause
Before restarting, check the assumptions that made the original plan workable. The people involved may have other commitments. A quote may no longer apply. A customer requirement may have changed. The plan should be reassessed using current information.
This does not require repeating every earlier discussion. Ask which new fact could change the next commitment, and obtain that fact first. If the original reason for doing the work no longer holds, the business may choose to close it rather than restart it.
Agree the next action again
Confirm who will lead the resumed work and what they can begin. Update the affected colleagues and retire instructions that no longer apply. The next review should concern the resumed work, rather than the date on which the old initiative was first approved.
If the work stays on hold, remove its tasks from the active schedule and keep the restart condition with the file. Colleagues should be able to see that those tasks are not part of the current week's commitments.