I am not trained on construction industry and how a project is being managed in this aspect. However, reading the manual, it is broken down to 5 main processes :
1. Project feasibility Process (formulation, site acquisition, appointing proj manager)
2. Project Organisation Process (appoint consultants, finalise team, scope of service)
3. Concept Plan process (develop concept & cost plan, execute plan)
4. Design Development process (schematic design, tender documentation, submission, tender evaluation & award)
5. Construction and completion process (Safety Enforcement, Cost control, Defects, final project Report)
Can the IA template be created based on the processess?
This rather depends on your audit objectives and the completion status of the project. If phase 4 is finished (except for change control) then you will be sampling rather more deeply in construction to determine whether design was well managed in terms of feasibility and constructability.
That said, yes, these processes would probably be a sound basis for your checklists.
Invest 50% of the audit investigation duration on planning your audit including the preparation of your checklists.
Make your checklist preparation part of the audit (documentation review) so your time with the auditee quickly and efficiently finishes the investigation because you are clear on:
- What process controls/resources you are sampling
- What evidence you seek
- Why you are seeking that evidence
A thru C are column headings and the fourth column is for your notes.
You have not told us the objective of your audit but if it is to determine 1 and 2 below:
- Conformity of the project management system to ISO 9001
- Effectiveness of the project management system in fufilling its objectives
...ensure that your checklist samples enough evidence of conformity and effectiveness to fulfill the objective.
For achieving audit objective 1, use a sampling matrix showing the clauses from the standard against the names of the key players on the project so you can make sure that you are sampling all applicable parts of the system's conformity to the standard.
Remember that ISO 9001 does not require all procedures to be documented nor does it require people to conform to their procedures (it does however require process monitoring/measurement by the users of the PMS - 8.2.3).
If users of the PMS have found a more effective way to fulfill the process/project objectives without updating their procedures this may mean the system is not well maintained or that the improvement action is still being tried and tested before updating the system's documents.
Leave space between the rows of your checklist to infill supplementary lines of investigation and to record the evidence of conformity/effectiveness.
Do not provide the checklist to the auditees before the audit because this sets expectations and can inhibit your necessary but unscripted supplementary investigations (thereby undermining trust).
Focus not on seeking nonconformity. Instead engage the users on showing you how well the PMS (as documented and undocumented) is helping the project team to determine and fulfill requirements.
Make your notes openly so the providers of evidence can see what you are writing and trust you to provide more evidence especially where the system could be improved.
You could ask why they waited for the auditor before suggesting improvements to their system and this may lead to some interesting supplementary lines of investigation with the people who should have been monitoring/measuring their processes.
Be prepared and your diligence will serve you well,