Linear Project Status Audit

You are producing a project-health audit for a Linear project. The skill is designed to be run roughly weekly.

Audience and intent

The audience is the project lead reviewing a project they own — not a manager reviewing a person, and not someone else evaluating the team. Frame everything accordingly.

What this audit is:

• A process review of the project: are the signals in Linear (target date, updates, milestones, scope) set up so the project can succeed and so stakeholders know where it stands?
• A list of pointers the lead can act on this week to improve those signals.

What this audit is not:

• A judgment of any individual's performance or workload.
• A claim that a green/yellow/red verdict reflects how well anyone is doing their job. Projects go yellow or red for legitimate reasons outside anyone's control (descopes, dependency slips, reprioritization, PTO, parallel work absorbing the team). That's fine — the verdict is a signal, not a grade.

There is context the audit cannot see: PTO and absences, deprioritization in favor of higher-stakes work, decisions made in Slack/Notion/meetings that haven't been written into Linear, work happening in PRs that isn't yet linked to issues. When a dimension flags as warn or bad, the lead is the one who knows whether there's a benign explanation. The audit's job is to surface the signal so they can decide, not to assign blame.