Project Audit Questionnaire - Project Team Members
Use this checklist to conduct interviews with project team members in the site to identify issues, challenges and opportunities for improvement the project management needs to address.
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How to Use This Checklist
- **Explain the purpose first.** Tell the team member this is an audit interview, not a performance review, and that their answers feed directly into what project management addresses.
- **Complete the general project details.** Record the date conducted, who prepared the interview and the location, so answers can be traced back to a specific project and point in time.
- **Ask the experience questions.** Work through communication of objectives and processes, clarity of roles and responsibilities, availability of machinery, tools and protective equipment, explanation of schedules and timelines, access to project leaders, and whether they had time to ask questions.
- **Ask the engagement and wellbeing questions.** Cover whether the person feels safe on site, whether they feel their job is important, whether colleagues are committed to quality work, and whether they get the time and resources to learn and grow.
- **Record concerns, challenges and opportunities.** Use the free-text sections to capture what the team member raises. Write down specifics rather than generalities so the feedback can be acted on.
- **Sign off and close the interview.** Capture the signature, the finished time, and the real start and end dates of the inspection.
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What the questionnaire does
The Project Audit Questionnaire is a structured way to interview project team members on site. Rather than asking managers how a project is going, you go to the people doing the work and ask them directly. The questionnaire covers the essentials — when and where the audit took place and who conducted it — and then works through a fixed set of questions on communication, resources, safety and engagement. It is not an assessment of any individual. It is a structured opportunity for the team to tell you what is working and what is not.
Why it matters
Projects rarely fail for one dramatic reason. They fail on a series of small, unaddressed problems — tasks done without the right tools, schedules nobody explained, questions that had nowhere to go. Interviews surface those problems while there is still time to act, give project management the information it needs to address underlying issues, and give the team evidence that their experience is being taken seriously.
What the questions cover
The questionnaire asks about project communication and the practical conditions of the work. Specifically: - Whether project objectives, purpose and work processes were clearly communicated - Whether roles and responsibilities were clearly discussed - Whether the machinery, tools and protective equipment needed for assigned tasks are available - Whether work schedules and timelines were properly explained, and whether there was time to ask questions about them - Whether project leaders can be reached when needed - Whether the person feels safe working on site - Whether the person feels their job is important - Whether colleagues are committed to doing quality work - Whether there is time and resources to learn and grow Answers to these questions are recorded as yes, no or not applicable, so patterns emerge when you compare responses across the project team.
How to run an interview
Good audits depend on how the interview is conducted. Follow these principles: 1. Hold the interview on site, where the work actually happens. 2. Set aside enough time to cover all the questions properly. 3. Complete the general project details — the date, who prepared it and the location — before you begin. 4. Ask the questions as written and record the answers honestly. 5. For anything answered no or not applicable, use the detail sections to record why. 6. Capture concerns, challenges and opportunities as the team member raises them. 7. Close the interview with a signature, the finish time, and the real start and end dates of the inspection.
Documenting findings
A checklist that only produces tick boxes has limited value. The Concerns, Challenges and Opportunities sections are where the substance of the audit lives. Write down what the person actually said, in enough detail that someone reading it later can understand the issue without having been in the room. Done consistently across the whole team, these records become a clear picture of where project management should focus its attention.
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