Journal of African Development

Engineering product development is inherently chaotic. Plans rarely survive initial contact with reality, parts fail testing, supply chains break down, and budgets evaporate. Project managers sit at the center of this storm, attempting to predict and prevent failures. This study investigates how these managers perceive the risk management tools utilized daily. Theoretical models were bypassed to examine practical realities in the field. A random sample of 150 project managers across various engineering sectors was selected. The objective was to determine if current risk identification strategies are effective and how organizational culture influences the ability to handle project complexity. Utilizing dummy data for robust statistical testing, frequency analysis, correlation techniques, and regression analyses were executed. The numerical evidence presents a clear narrative: identifying risks early is only a fraction of the challenge; the primary bottleneck is mitigation. Managers demonstrate high proficiency in spotting threats but face severe limitations in implementing solutions. Furthermore, company culture significantly dictates a manager's effectiveness, frequently overriding formal risk frameworks. High-complexity projects demand flexible risk protocols rather than rigid documentation. Relying on outdated risk perceptions in the increasingly expensive landscape of hardware and software product development accelerates failure rates.........