in Public Infrastructure Projects: A Case
Study of IMO State, Nigeria
SECOND EDITION
By Dr. Henry C. Agaelu I and Ani Stephen Chukwunonso ii
i Department of Quantity Surveying,
ii Building Department
Enugu State University of Science and Technology (ESUT)
Enugu, Nigeria
Abstract
Infrastructure development projects in emerging economies like Nigeria are often exposed to high levels of risk, which, if unmanaged, result in delays, cost overruns, and outright failure. While the identification of risk factors is a crucial step, the implementation of effective risk management strategies and understanding the barriers to their execution is vital for improving project success rates. This study investigates the strategies adopted by stakeholders to manage risk in public infrastructure projects in Imo State and the constraints hindering their effective application. A descriptive survey design was employed, using data collected from 384 respondents involved in infrastructure development across Imo State. Respondents included contractors, engineers, quantity surveyors, and government officials. The analysis focused on the frequency and perceived effectiveness of risk mitigation practices such as risk sharing, contract structuring, contingency planning, and performance monitoring. It also identified institutional, political, and financial obstacles affecting their application. Results show that while basic risk management practices are in place, they are implemented inconsistently. Risk avoidance and risk transfer were the most frequently cited strategies, followed by contingency provisioning and stakeholder engagement. However, these strategies are weakened by barriers such as bureaucratic bottlenecks, political interference, inadequate technical capacity, and lack of institutional frameworks. Hypothesis testing revealed a statistically significant relationship between the use of formal risk strategies and project success (p < 0.05). The study concludes that strengthening institutional capacity, depoliticizing project execution, and embedding risk management protocols in project design and procurement processes are essential to improving infrastructure project performance. The findings offer practical insights for public sector agencies, donor organizations, and private investors engaged in risk-prone environments.
1.0 Introduction
Infrastructure development is central to national transformation and economic competitiveness, particularly in emerging economies such as Nigeria. Projects such as roads, bridges, public buildings, and utility systems are essential to unlocking productivity and improving quality of life. However, infrastructure initiatives are typically complex, capital-intensive, and executed over long durations—making them inherently vulnerable to a wide array of risks. These risks include financial instability, poor planning, political interference, legal disputes, and environmental disruptions. Managing these risks effectively is not only a technical necessity but also a governance imperative.
In the Nigerian context, the public sector remains the primary driver of infrastructure investment. Yet, despite numerous project launches across federal and state levels, a high rate of project underperformance persists. Delays, cost overruns, contract terminations, and project abandonment are common. While prior studies have focused on identifying risk types in public projects, less attention has been paid to evaluating the risk management strategies in use, and more importantly, the barriers that inhibit their implementation.
Risk management in infrastructure projects typically involves several strategies: risk avoidance, mitigation, transfer, sharing, and acceptance. These strategies are implemented through tools such as contingency planning, performance monitoring, stakeholder engagement, insurance, and carefully structured contracts. However, the success of these approaches depends significantly on institutional capacity, political stability, technical expertise, and legal enforcement. In regions like Imo State, where infrastructure development is critical yet fragile, understanding both the strategies employed and the barriers encountered is essential for policy reform and project improvement.
This study seeks to assess the prevalence and effectiveness of risk management strategies in public infrastructure projects in Imo State. It also investigates the key challenges limiting their success, including issues related to procurement processes, bureaucratic delays, regulatory enforcement, political will, and financial planning. Through a combination of quantitative data and hypothesis testing, the research aims to determine whether there is a significant relationship between risk strategy use and project outcomes.
The study makes a dual contribution: it adds to the academic literature on infrastructure risk governance in developing countries and offers practical insights for public administrators, development partners, and private contractors operating in Nigeria. The findings are intended to guide the formulation of institutional frameworks and operational guidelines that improve resilience and accountability in project delivery.
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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 1st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025. It is republished here with permission of the authors and conference organizers.
How to cite this paper: Ajaelu, H. C. and Chukwunoso, A. S. (2026). Evaluating Risk Management Strategies and Barriers in Public Infrastructure Projects: A Case Study of IMO State, Nigeria; Originally presented at the 1st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025; republished in the PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Ajaelu-Chukwunonso-risks-in-public-infrastructure-projects-in-imo-state.pdf
About the Author
Dr. Henry C. Ajaelu
Enugu State, Nigeria
Dr. Henry C. Ajaelu is a distinguished Quantity Surveyor, academic, and researcher with dual Ph.D. degrees in Quantity Surveying and Environmental Management. He is a Registered Quantity Surveyor (RQS) and a member of the Nigerian Institute of Quantity Surveyors (NIQS). Dr. Ajaelu has extensive experience in construction project management, cost control, and infrastructure development. He has published over 50 scholarly articles in reputable journals. As a former Head of Department at Enugu State University of Science and Technology (ESUT), he led key academic innovations and professional development initiatives. His research interests include sustainable construction, digitalisation, and project delivery efficiency in developing economies. He can be contacted at ajaelu.henry@esut.edu.ng.
Ani Stephen Chukwunonso
Enugu State, Nigeria
Bldr. Ani Stephen Chukwunonso is a construction professional and academic with extensive experience in building and infrastructure development. He is a Lecturer in the Building Department at Enugu State University of Science and Technology and a Quality Assurance Assessor under TVET (NSQ). He holds an MSc in Building (Construction Management) and is currently pursuing a PhD at Nnamdi Azikiwe University. He is a Corporate Member of Nigerian Institute of Building, State Chapter Vice Chairman, a member of Council of Registered Builders of Nigeria, and IPMP. He has held key roles in government and private sector projects.
