This study examined the effect of project management practices on the performance of construction projects in Uganda, using selected construction companies as a case study. A quantitative, cross-sectional design was applied to an study dataset of 160 simulated projects. A six-item project performance scale was highly reliable (Cronbach’s alpha = .893). Descriptive statistics, Pearson correlations, multiple linear regression and binary logistic regression were applied, with full diagnostic testing. The linear model explained 75.2 percent of the variance in project performance, with planning, monitoring and control, risk management and stakeholder communication each having a significant positive effect, while manager experience, project size and software use did not. In the logistic model, a one-point improvement in planning multiplied the odds of on-time completion by 2.09 and a one-point improvement in risk management multiplied them by 1.65. The study concluded that disciplined planning and control practices were the principal drivers of performance and recommended the institutionalization of planning, risk and monitoring systems in construction firms.