Evaluating the Effectiveness of Risk Management Strategies in Project Management: A Case Study of the Lusaka Ndola Road

In large-scale infrastructure projects, risks such as cost overruns, delays, safety concerns, and environmental impacts are common and can compromise project success if not managed effectively. The Lusaka–Ndola Road project, being one of Zambia’s most significant infrastructure developments, provides a relevant context for evaluating how risk management strategies are applied and whether they contribute to project performance and sustainability. Effective risk management not only reduces uncertainties but also enhances decision-making, resource allocation, and stakeholder confidence. However, challenges such as inadequate planning, limited financial resources, and weak institutional frameworks often limit the effectiveness of these strategies in developing countries. Against this background, the study assessed the effectiveness of risk management strategies employed in the Lusaka–Ndola Road construction project. Specifically, the study sought to analyze the types of risks involved in road construction projects, establish the risk mitigation strategies applied, examine the effectiveness of risk management techniques, and identify the challenges encountered in implementing risk management during the project. The study used a cross-sectional case study design with a mixed-methods approach, targeting procurement officers, project managers, engineers, and architects at China Railway Seventh Group. A sample of 100 participants was selected through convenience sampling, and data was collected using a semi-structured questionnaire containing both closed- and open-ended questions. STATA was used for data entry and statistical analysis, while Microsoft Excel 365 was utilized to present descriptive statistics through graphical illustrations. For inferential analysis, the Chi-square test was applied to determine the relationships between categorical variables. The results show that technical (42%) and safety risks (34%) were the most common in road construction, followed by environmental (13%) and financial risks (6%). Financial risks were reported to impact projects frequently (38%) or always (35%), while environmental challenges were dominated by water contamination (43%) and weather conditions (37%). Equipment failure was rated as significant (46%) or severe (37%), and safety risks were largely linked to poor site conditions (44%) and inadequate training (39%). Legal and regulatory risks were said to often (39%) or always (41%) delay projects, while labor-related risks were dominated by work-related injuries (41%) and shortages of skilled workers (38%). Mitigation strategies highlighted stakeholder collaboration (45%), contingency planning (20%), and regulatory compliance (25%), with financial planning seen as highly effective by 55% of respondents. Regular safety training was common (monthly 45%, quarterly 35%), and compliance with environmental laws (40%) was viewed as the best way to address environmental risks. Overall, 75% rated risk management techniques as excellent, 55% said they effectively prevent cost overruns, and 85% agreed they improve delivery timelines, though challenges such as insufficient funding (28%), complexity of frameworks (28%), and resistance to change (30%) remained critical barriers. Based on the findings, the study recommends that construction firms prioritize strengthening risk management frameworks through comprehensive training and capacity-building programs to enhance workforce competency and stakeholder collaboration. Financial planning and contingency measures should be systematically integrated into project cycles to mitigate cost overruns and address financial risks effectively.