What Questions Should a Project Manager Ask When Assigned to a Project?

When a project manager (PM) is assigned to a new project, the instinct is often to jump in headfirst—start scheduling meetings, setting up a project plan, and proving immediate value. But here’s the truth: without asking the right questions at the very start, you risk walking into a project blind.

I learned this lesson the hard way early in my career. In my eagerness to show my worth, I failed to ask critical questions at project kickoff. The result? I discovered risks late, reworked tasks unnecessarily, and spent weeks scrambling to piece together information that I should have had on day one. That experience taught me something invaluable: a project manager’s first job is not to execute—it’s to understand.

In this article, I’ll walk you through the essential questions every project manager should ask when assigned to a new project. I’ll share not only the what but also the why, using personal insights from my own career in IT project management. By the end, you’ll have both a practical checklist and a mindset shift that will help you hit the ground running with confidence.

Why Asking the Right Questions Matters When You're Assigned to a Project?

Projects are complex machines with multiple moving parts—budgets, stakeholders, vendors, timelines, and risks. If you don’t understand the project’s context, you’re managing in the dark. The first conversations you have when you’re assigned to a project will shape how effectively you lead it.

Asking smart, well-timed questions allows you to:

• Clarify expectations from leadership.

• Identify potential risks before they turn into issues.

• Understand what has already been accomplished and where you’re starting from.

• Build credibility with stakeholders by showing that you think strategically.

• Prioritize your first steps so you don’t waste time on the wrong things.

Now let’s walk through the core questions that every project manager should ask at project assignment.

1. What Is the General Timeline to Finish the Project?

One of the first questions you need to ask is: “What is the expected timeline for this project?”

Yes, the schedule will ultimately depend on the scope, work breakdown structure, and team estimates—but leadership often comes to the table with a predefined expectation. For example, I’ve seen executives ask for a global system implementation in six months before a single requirement was written.

As a project manager, knowing this early helps you:

• Document risks: If leadership’s timeline is unrealistic, you can flag it immediately.

• Plan communications: You’ll know when you need to start preparing for difficult conversations about deadlines.

• Set the tone: You demonstrate that you’re focused on delivery but also realistic about constraints.

Personal Insight: In one of my earlier projects, I didn’t ask about executive expectations until two weeks in. By then, stakeholders assumed I had already committed to a timeline that was unachievable. I spent weeks untangling that miscommunication. Now, I always ask about the desired end date in my very first meeting.

2. Have Resources Been Identified for the Project?

Projects don’t run on good intentions—they run on people. You need to know:

• Who are the core team members?

• Are they fully allocated to your project, or will they be split across other initiatives?

• Where are they located (same office, remote, offshore)?

Location matters more than many PMs realize. If your lead developer is in Bangalore and your business analyst is in Arizona, you’ll need to structure meetings and communications carefully.

Pro Tip: Always ask to see a resource plan or at least a commitment from resource managers. Too often, I’ve been handed a project only to discover that the “assigned” people were never officially released from their day-to-day responsibilities.

Personal Insight: Early in my career, I assumed that “resources will be assigned soon” meant everything was in motion. It wasn’t. Weeks later, I learned that the key SME hadn’t been freed up—and my project timeline slipped before we even started. Now, I confirm resource assignments immediately.

3. Is the Statement of Work (SOW) Approved?

If vendors are involved, the Statement of Work (SOW) is a critical document. Without it, contracts aren’t finalized, budgets aren’t released, and vendors won’t officially start work.

When you’re assigned to a project, ask:

• Has the SOW been drafted and reviewed?

• Has it been countersigned by both parties?

• Has Finance processed it and created a purchase order (PO)?

If the answer is “no,” build that timeline into your initiation plan. Drafting, reviewing, negotiating, and signing an SOW can take weeks—sometimes longer than stakeholders expect.

Personal Insight: I once joined a project where leadership wanted execution to start “immediately,” but the SOW wasn’t signed. It took three weeks for legal and finance to finish their part. Meanwhile, the project sat idle. That delay could have been managed better if expectations were set upfront.

4. What Has Been Completed So Far?

Before you jump in, understand the current state. Ask:

• Have requirements been gathered?

• Is there a project charter?

• Has any technical work already begun?

• What risks or issues have already been identified?

This question prevents wasted effort. If work has already been completed, you don’t want to redo it. If nothing has been done, you’ll know you’re starting from scratch.

Pro Tip: Ask for documentation—emails, charters, meeting notes—anything that shows the history of the project. Even messy notes are better than starting blind.

5. Is the Budget Finalized?

Budgets are often treated like an afterthought, but they are the lifeblood of any IT project. Ask:

• Has the project budget been approved?

• Who controls it (PMO, Finance, Business Sponsor)?

• How are costs being tracked (monthly accruals, invoices, etc.)?

If the budget isn’t finalized, your first priority is to help push it through. Without budget, you won’t have resources, vendor contracts, or financial transparency.

Personal Insight: I once started a project assuming the budget was approved—only to learn that the sponsor’s request was still “pending.” It delayed vendor onboarding and damaged the project’s credibility. Now, I never assume. I always verify.

Common Mistake: Not Asking Enough Questions

When I first started in project management, I made the mistake of not asking enough questions because I wanted to appear competent and decisive. But here’s the truth: asking questions is not a sign of weakness—it’s a sign of strength.

Your stakeholders expect you to probe, clarify, and identify gaps. In fact, asking the right questions early can save you weeks or even months of headaches later.

Actionable Checklist: Questions to Ask When Assigned to a Project

Here’s a quick reference you can use in your next project assignment:

1. What is the expected timeline for project completion?

2. Have resources been identified and allocated? Where are they located?

3. Is the Statement of Work (SOW) approved and processed by Finance?

4. What has been completed so far, and what documentation exists?

5. Is the project budget finalized, and how will it be tracked?

6. Who are the key stakeholders and decision-makers?

7. What risks or obstacles have already been identified?

8. What does success look like for this project?

Final Thoughts

Every project manager wants to make a strong first impression. The best way to do that is not by rushing into execution—but by slowing down long enough to ask smart questions. These conversations set the tone for the entire project.

Remember: your job at the start isn’t to have all the answers—it’s to ask the right questions.

By clarifying timelines, resources, SOW, progress to date, and budget, you’ll avoid surprises and start your project on the right foundation. And by learning from mistakes (like the ones I shared from my own career), you’ll grow faster as a project leader.

So the next time you’re assigned to a new project, take a breath, pull out this checklist, and start with curiosity. Your future self—and your stakeholders—will thank you.