Evaluation of Project Management Practices in Mechanical Engineering Infrastructure Projects in Rivers State

Mechanical engineering infrastructure projects in the oil-rich Rivers State economy, including pipeline installations, pump station upgrades, and gas compression facility expansions, frequently experience cost overruns, schedule delays, and quality deficiencies attributable to inadequate project management practices. This study evaluates project management practices in ten completed mechanical engineering infrastructure projects in Rivers State executed between 2021 and 2024, using a retrospective assessment methodology. Project documentation including scope specifications, schedules, cost reports, and close-out reports were reviewed, and semi-structured interviews were conducted with 32 project managers, engineering consultants, and client representatives. Performance deviation analysis computed the cost performance index and schedule performance index for each project relative to the original baseline. Results revealed that seven of ten projects exceeded original cost estimates by an average of 34 percent, and eight of ten experienced schedule delays averaging 5.8 months beyond planned completion. Root cause analysis identified scope creep, poor subcontractor management, inadequate risk identification, and client-side variation orders as the primary contributors to performance deviations. Only three projects had conducted formal risk registers at project inception. The study recommends adoption of structured project management methodologies consistent with the PMBOK framework, mandatory pre-project risk workshops, and enhanced contract provisions for scope change management in Rivers State mechanical infrastructure projects. Keywords: project management, cost overrun, schedule delay, mechanical infrastructure, Rivers State.