9585_A case study of an investment bank in Malaysia

How does Project Risk Management Influence
a Successful IPO Project? A Case Study of an
Investment Bank in Malaysia.

Dissertation submitted in part fulfilment of the requirements for the degree of
Master of Business Administration in Project Management
at Dublin Business School

Student Name: Sue Peng Tan
Student Number: 10313703
Supervised by: John Hewson

MBA in Project Management

August 2016
2

Declaration
Declaration: I, Sue Peng Tan, declare that this research is my original work and that it has
never been presented to any institution or university for the award of Degree or Diploma. In
addition, I have referenced correctly all literature and sources used in this work and this work
is fully compliant with the Dublin Business School’s academic honestly polity.
Signed: Sue Peng Tan
Date: 22nd August 2016

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TABLE OF CONTENTS

LIST OF TABLES AND FIGURES
……………………………………………………………………………
6
ACKNOWLEDGEMENT
………………………………………………………………………………………….
9
ABSTRACT
…………………………………………………………………………………………………………….
10
CHAPTER 1: INTRODUCTION
……………………………………………………………………………..
11
1.1 Background ……………………………………………………………………………………………………..
11
1.2 Problem Statement ……………………………………………………………………………………………
13
1.3 Research Question and Objectives
………………………………………………………………………
14
1.4 Importance of topic …………………………………………………………………………………………..
14
1.5 Approach …………………………………………………………………………………………………………
15
1.6 Dissertation Roadmap ……………………………………………………………………………………….
15
1.7 Limitations ………………………………………………………………………………………………………
15
CHAPTER 2: LITERATURE REVIEW ………………………………………………………………….
16
2.1 Introduction ……………………………………………………………………………………………………..
16
2.2 Initial Public Offering (IPO) ………………………………………………………………………………
17
2.3 Project Risk Management ………………………………………………………………………………….
18
2.3.1
Risk Management Processes
……………………………………………………………………
19
2.3.1.1 Project Management Institute …………………………………………………………………
19
2.3.1.2 Larson and Gray
……………………………………………………………………………………
21
2.3.1.3 Comparison between Project Management Institute and Larson and Gray’s
Risk Management Process ………………………………………………………………………………..
22
2.3.2 Risk Breakdown Structure
……………………………………………………………………………
23
2.3.3 Lesson Learned
…………………………………………………………………………………………..
24
2.3.4 Acceptance Levels of Risk Management in Asia
…………………………………………….
25
2.4 Factors Contribute to Project Success
………………………………………………………………….
26
2.4.1 Senior Management’s Decision
…………………………………………………………………….
27
2.4.2 Role of Project Risk Management
…………………………………………………………………
28
2.4.2.1 Ability of Project Manager …………………………………………………………………….
28
2.4.3 Timeliness
………………………………………………………………………………………………….
29
2.4.4 Communication ………………………………………………………………………………………….
29
2.4.5 Changes cause risk………………………………………………………………………………………
31
2.5 Conclusion
……………………………………………………………………………………………………….
32
CHAPTER 3: METHODOLOGY ……………………………………………………………………………
33
3.1 Methodology Introduction………………………………………………………………………………….
33
3.2 Research Design
……………………………………………………………………………………………….
34
3.2.1 Research Philosophy……………………………………………………………………………………
34
3.2.1.1 Positivism
…………………………………………………………………………………………….
34
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3.2.1.2 Interpretivism
……………………………………………………………………………………….
35
3.2.2 Research Approach
……………………………………………………………………………………..
36
3.2.3 Research Strategy ……………………………………………………………………………………….
37
3.2.3.1 Research Choice……………………………………………………………………………………
38
3.2.4 Sampling – Selecting Respondents ………………………………………………………………..
39
3.2.5 Time Horizons ……………………………………………………………………………………………
42
3.3 Data Collection
…………………………………………………………………………………………………
42
3.3.1 Primary Data Collection ………………………………………………………………………………
43
3.3.1.1 Face-to-face interview …………………………………………………………………………..
44
3.3.1.2 Electronic Interviews …………………………………………………………………………….
45
3.3.2 Secondary Data Collection …………………………………………………………………………..
47
3.4 Data Analysis Procedures ………………………………………………………………………………….
47
3.5 Research Ethics ………………………………………………………………………………………………..
48
CHAPTER 4: DATA ANALYSIS …………………………………………………………………………….
49
4.1 Involvement of Project Manager in Project Risk Management of IPO …………………….
49
4.2 Involvement of Project Risk Management in IPO Project
………………………………………
52
4.3 Risk Management Process in IPO
……………………………………………………………………….
53
4.3.1 Risks Identification
……………………………………………………………………………………..
53
4.3.2 Risks Prevention …………………………………………………………………………………………
54
4.3.3 Risk Assessment …………………………………………………………………………………………
55
4.4 IPO Success
……………………………………………………………………………………………………..
55
4.5 IPO Success Factors ………………………………………………………………………………………….
56
4.6 Project Risks Management Practices …………………………………………………………………..
56
CHAPTER 5: DISCUSSION ……………………………………………………………………………………
58
5.1 Risks and Factors that Impact on IPO
………………………………………………………………….
59
5.2 Tools and technique used in identifying and accessing the risks in IPO project ………..
61
5.3 Contribution of the Study
…………………………………………………………………………………..
62
5.4 Limitation of Study …………………………………………………………………………………………..
62
CHAPTER 6: CONCLUSION AND RECOMMENDATION ……………………………………
63
6.1 Introduction ……………………………………………………………………………………………………..
63
6.2 Conclusion
……………………………………………………………………………………………………….
63
6.3 Recommendations …………………………………………………………………………………………….
64
6.3.1 Researchers for Future Works ………………………………………………………………………
64
6.3.2 Investment Bank …………………………………………………………………………………………
64
REFLECTION ON LEARNING ……………………………………………………………………………..
65
BIBLIOGRAPHY ……………………………………………………………………………………………………
72
APPENDICES …………………………………………………………………………………………………………
78
5

APPENDIX 1: Interview Questions
………………………………………………………………………….
78
APPENDIX 2: Time Plan ……………………………………………………………………………………….
80
APPENDIX 3: Dissertation Meeting /Progress Monitoring Report: ……………………………..
81
APPENDIX 4: Transcript for four interviewees through face to face interviews and one
interviewee through Facebook Messenger interview.
………………………………………………….
87
APPENDIX 5: Information Sheet for Participants ……………………………………………………
103
APPENDIX 6: Informed Consent Form ………………………………………………………………….
105

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LIST OF TABLES AND FIGURES

List of Tables
Table 2.1: Tools and Techniques used for the risk assessment process in PMBOK and Larson
and Gray’s risk management process (PMI, 2013, p. 312; Larson and Gray, 2011, p. 216-
218). ………………………………………………………………………………………………………………………..
23
Table 4.1: Perspectives about Involvement of a Project Manager in Project Risk
Management.
…………………………………………………………………………………………………………….
51
Table 4.2: Summary of Responses about Project Risks Management Practice
…………………..
58

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List of Figures
Figure 1.1: Number of new Listings and total number of listed companies from the year
2009-2016 (Bursa Malaysia, 2016)
………………………………………………………………………………
12
Figure 1.2: Strategic life cycle of business ownership (Barclays, 2015, p. 4)
…………………….
13
Figure 1.3: Strategic wealth management for entrepreneurs and business owner’s process
(Barclays, 2015, p. 4)
…………………………………………………………………………………………………
13
Figure 2.1: IPO journey from Pre-IPO to Post-IPO (PWC, 2016). …………………………………..
18
Figure 2.2: Project Risk Management Process (Project Management Institute, 2013, p. 309)20
Figure 2.3: The Risk Management Process, Larson and Gray (2011, p. 213)
…………………….
21
Figure 2.4: Outline of Lesson Learned Process (Pharhi, 2009).
……………………………………….
24
Figure 3.1: The research ‘onion’ (Saunders, Lewis and Thornhill, 2009, p. 108).
………………
34
Figure 3.2: Sampling techniques (Saunders, Lewis and Thornhill, 2009, p. 213)……………….
39
Figure 3.3: selecting a probability sample (Saunders, Lewis and Thornhill, 2009, p. 223) ….
40
Figure 3.4: Selecting a non-probability sampling technique (Saunders, Lewis and Thornhill,
2009, p. 234). ……………………………………………………………………………………………………………
41
Figure 3.5: Forms of interview (Saunders, Lewis and Thornhill, 2009, p. 321) …………………
43
Figure 3.6: Forms of electronic interviews (Saunders, Lewis and Thornhill, 2009, p. 350). ..
46

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List of Abbreviations

CAPM
Certified Associate in Project Management
CMSL
New Capital Markets Services Licence
CMSRL
New Capital Markets Services Representative’s Licence
EY

Ernst & Young

IPO

Initial Public Offering
MBA
Master of Business Administration
PMBOK
Project Management Body of Knowledge

PMI
Project Management Institute
PMP
Project Management Professional
PWC
PricewaterhouseCoopers
SC

Securities Commission Malaysia

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ACKNOWLEDGEMENT

I would like to thank Dublin Business School for providing me the opportunity to experience
on completing a dissertation, develop my knowledge and learning throughout the process.
I would like to thank my supervisor, John Hewson for his guidance throughout the
dissertation process. He ensured I was on the correct path and stayed focus by reviewing my
plan of action through email. By sharing his experience, he provided useful tips and
suggestions to enable me to overcome the stressful period in completing this project, such as
a mind-mapping method that helped me in breaking down the topic.
Besides that, I would like to thank the respondents who were willing and unwilling to take
part in the primary data collection for spending their precious times on looking on my
interview question and answer them. Knowledge and experiences that they shared mean a lot
to me, without them this research would not be completed. Their sharing of experiences has
also improved my understanding of project risk management on IPO project in the
investment bank. I also want to thank my ex-colleagues who help me to push the respondents
to respond to my project.
I would like to thank my partner-in-crime in Malaysia and Ireland. In Malaysia, the partner
would be my sister, Sue Woon during the ten days in Malaysia for data collections. We
burned the midnight oil together and provided encouragement to each other. She spent her
semester break on reading my drafts and stayed up till late night for me even though we have
seven hours difference between Ireland and Malaysia time. She patiently read and gave
comments on the draft of the dissertation. She also helped me in practicing the interview
through WhatsApp call before having a real interview with the interviewees in Malaysia.
For Ireland, it would be my best friend, Elaine Soong who accompanied me to study till late
night and contribute some ideas even though she always complained that she only knew
medicines studies but she still tried to support her during the stressful period. However, I
appreciated her help during house moving and she enabled me to enjoy being a student that
only needed to focus on study for the whole year. I would also express gratitude to my
classmates who support each other throughout the program.
I would like to thank Paul Taufee who made me change my mind to switch from MBA
general to MBA in Project Management as he inspired me that project management also
applied in financial industry. Last but not least, I would like to express my gratitude to my
family who supported and motivated me throughout the dissertation.

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ABSTRACT
In Malaysia, the initial public offering (IPO) market has seen some changes in 2016 due to
poor economic conditions. Project risk management practices in IPO projects by investment
bank are to be explored in this paper. This will be done to identify their positive impact on an
IPO project in Malaysia to understand the significance of the role of project risk management
in determining IPO success. The goal of the IPO is to obtain approval for it to be launched in
the stock exchange market. The objectives of this paper are to identify the factors impacting
on IPO processes and to understand the tools and techniques used in identifying and
accessing the risks in an IPO project. In this case study, primary data was collected
qualitatively with the corporate financiers in the investment bank. The findings show that the
participants from the investment bank practice project risk management unsystematically as
the participants lack project risk management knowledge. This study concluded that project
risk management contributes to IPO success. Positive relationships are established between
the corporate financiers and project risk management. Recommendations on involving a
project manager in the IPO and implementing the best project risk management practices in
an IPO through documentation are suggested by the researcher. Information on IPO project
risk management and the management practices in investment banks are presented through
this study and are able to lead to a more systematic way of handling risks in this industry.

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CHAPTER 1: INTRODUCTION
Project management is defined as “the application of knowledge, skills, tools and
techniques to project activities to meet the project’s requirements” (Project Management
Institute, 2013, p. 5). Project management has to go hand-in-hand with risk management as
project risks may cause positive or negative impacts on the project and affect the project
goals. The initial public offering (IPO) of an organisation requires an investment bank to be
one of its advisors. IPO is a project in the finance industry and it is a high-risk project. It is
important if project risk management is applied to an IPO project to ensure its success. Each
investment bank has different methods of handling project risk during an IPO planning.
Although each appointed principal advisor of an investment bank comes from the different
background, their goal is the same, which is to help any organisation (IPO issuer) to get
approval from authorities and launch the share on the stock market. For academia, there is no
study on how investment banks are successful in IPO planning for other organisations. This
study would benefit the industry and organisation that intend to start IPO planning and
understand how risk can impact on the IPO project.

1.1 Background
Malaysia’s stock market in 2016 is a challenging one compared to 2015 as the stock
market has been hit by a drop in the world oil price fluctuation in Malaysia Ringgit over
foreign currencies, state-linked financial scandals and a lacklustre international economic
environment (Lee, 2016). The initial public offering market has seen some delays as
companies hope to wait out the poor investor sentiment. An initial public offering (IPO) is an
organisation first sale of stock by a private company and offered the stock to the public
(Investopedia, 2016). IPOs are often issued by small companies to raise the capital in order to
expand the business. However, large privately-owned companies are looking to become
publicly traded. According to Duff & Phelps (2016), Malaysian IPOs in 2015 made up 38
percent of the deal value among the most developed financial markets in Southeast Asia.
Bursa Malaysia’s listing statistics showed that Malaysia had listed 13 IPOs which raised
almost $1 billion in 2015 (Figure 1.1). In Malaysia, an IPO is an important process for the
organisation to pay attention to in order to successfully launch on the stock exchange.
Companies which are successful going public can list their company share on Bursa Malaysia
(formerly known as Kuala Lumpur Stock Exchange).
12

Figure 1.1: Number of new Listings and total number of listed companies from the year 2009-2016
(Bursa Malaysia, 2016)

The main market is where the large established companies trade their shares while the
ACE market is where the new and start-up companies with great potential development and
growth list their shares (Sherman, 2015). The number of new listings and a total number of
listed companies in Malaysia are influenced mainly by the economic conditions and
regulatory authorities’ requirements for listings in the country. For example, the total number
of listed companies in the main market is 822 in 2011, which has declined by 22 as compared
to 2010 (Figure 1.1). The decline in the number, perhaps, is due to the increase in inflation, as
the impact of an upward adjustment of petroleum products and sugar prices in 2011 (Bank
Negara Malaysia, 2011, p.16). In 2015, Bursa Malaysia enhanced the clarity of listing
requirements of the ACE market. The companies which meet certain qualitative requirements
can still be listed even if they showed lower profitability (The Star Online, 2015b). This may
be the reason for the increase in the number of listed companies in the ACE market in 2015
and 2016.
Prior to that, the organisation needs to get an approval from the Security Commission of
Malaysia. The IPO process incurs the time, costs and resources which an organisation
requires to invest to get approval from the regulator by submitting required documents for
approval. This process involves the risk that might cause failure for the organisation.
According to Barclays (2015), an organisation has to go through the processes as shown in
Figure 1.2 and 1.3 before the organisation decides to go public. It takes approximately 50
days to obtain the approval from SC and a listing on Bursa Malaysia (Securities Commission
Malaysia, 2016).
13

Figure 1.2: Strategic life cycle of business ownership (Barclays, 2015, p. 4)

Figure 1.3: Strategic wealth management for entrepreneurs and business owner’s process (Barclays,
2015, p. 4)

1.2 Problem Statement
The goal of the IPO is to obtain approval for it to be launched on the stock exchange
market. Project risk management is one of the key knowledge areas in which a project
manager must be competent, especially in applying it to an IPO as an IPO requires a long
planning process which involves rules and regulations (Project Management Institute, 2013).
The investment bank will be appointed by the organisation, and become the adviser for the
IPO process. Throughout the assessment of an IPO application, there is vigorous internal
challenge process in place to ensure thoroughness, consistency, transparency, and
accountability within the process. Communication between the principal advisers and the
Securities Commission of Malaysia is required and important, right from the pre-submission
consultations stage through to the post-decision meetings (Securities Commission Malaysia,
2016). Project management is practiced by corporate finance in the investment banking
industry in planning, controlling, monitoring, executing and closing of an IPO process to
ensure the goal of an IPO is achieved. However, since an IPO possesses high risk, it is
14

impractical to eliminate all the risks, but it is possible to decide what is acceptable (UK
Resilience, 2011, p. 4). Therefore, it is necessary to investigate the role of project risk
management in influencing IPO success in Malaysia.

1.3 Research Question and Objectives
Research Question:
How Project Risk Management influences the IPO success in Malaysia?

This research intends to study the project risk management practices by investment bank by
identifying their positive impact on an IPO project in Malaysia to understand the significance
of the role of project risk management in determining IPO success.

Objectives:
i. To identify the factors impacting on an IPO process.
ii. To understand the tools and technique used in identifying and assessing the risks in an IPO
project.

1.4 Importance of topic
This research is important because it benefits the investment banking industry to reduce
and minimise its project risks, increase the success rate of an IPO project, and provide
effective ways to handle an IPO project. The investment bank industry and project
management field can refer to this paper if researchers are able to determine the success
factors of the IPO project, which may contribute to the positive results of the research
through the involvement of project risk management in the IPO project. The major
contribution of this study is to identify the success factors that contribute to good IPO
planning and reduce risk and neutralise the threat to opportunities that can increase the
success rate for an IPO. This study helps the project manager to identify the risk factors that
impact on the success rate of an IPO. This study contributes useful project risk management
knowledge to the committee members from the investment banking industry. The researcher
chose this topic to emphasise the importance of the role of project risk management in
successfully launching an IPO as it involves planning, executing, controlling and monitoring
of risks which are in line with their field of work (Project Management Institute, 2013, p. 5).
15

1.5 Approach
The researcher went to Malaysia to conduct the primary research. Primary data was
collected at the investment bank based on the suitability and ability of interviewees to answer
the research question. The researcher conducted the interviews in Malaysia as proposed in the
time plan (Appendix 2). Secondary research was done by answering the research questions
from the DBS library database, the Project Management Journal via PMI, Financial Journals,
International Project Management Journals, books, and news.

1.6 Dissertation Roadmap
In this section, the organisation of this dissertation will be presented. Chapter 1 was an
introduction to the issue, clarification of the research question and research objective. Chapter
2 covers the literature review, which is divided into three chapters: Initial Public Offering
(IPO), Project Risk Management and Factors Contributing to Project Success. Chapter 3
explains the methodology applied in this research. Chapter 3 also explains the logic of the
dissertation and method of data collection for the primary research which has been conducted
in this dissertation. Chapter 4 is the data analysis which presents and identifies the primary
research data collection. The findings of the literature review, if any new outcomes occur in
the dissertation, are compared and discussed by the researcher in Chapter 5. The
contributions and limitations of the study are also discussed in Chapter 5. Chapter 6 is the
conclusion where the researcher concluded the dissertation in terms of the research question,
objectives and outcome together with the recommendations for future studies and future
practices of the investment bank are suggested in Chapter 6. Reflection of the researcher on
her learning process of MBA was presented after Chapter 6. The bibliography can be found
after reflection where the researcher provided the sources that have been used in the
dissertation process, followed by the appendices.

1.7 Limitations
The limitation of this study is that it only involves an investment bank in Malaysia.
This is because the researcher may lose focus if more than an investment bank is involved in
this dissertation as different investments banks have a different style of management. It is
time-consuming to get approval from investment banks and gather the information from the
16

respondents as the researcher intends to get information through the in-depth interview from
the respondents of an investment bank. This research is too population-specific as the
participants of this research are from a single department from an investment bank with
different backgrounds and experience. However, the researcher believes that it is significant
enough to gather data from this population as the participants are professional and able to
provide useful and detailed data. This thesis may or may not be applicable to all of the
investment banks in Malaysia and, similarly, to global investment banks and brokers.
Therefore, this research might only be applicable to the selected investment bank only, as this
research is based on the bank’s corporate financiers’ experiences, opinions, knowledge, and
practices. It might cause insufficient data to be collected for interpretation, but it is helpful
enough to provide understanding and awareness of the project risk management in an IPO
project.
This research used a mono-method and this meant limited findings were obtained
from qualitative findings via interviews. Since a master’s degree dissertation is shorter
compared with a doctorate, therefore, a qualitative method is the best method for an
interpretivist philosophy. Interviewing the people in the investment bank as an individual or
in a group can build up different interpretations, understandings, opinions or point of views
due to the social events and settings. At the end of the research, the bank might not change
the tools and techniques in project risk management even after issues are identified. This is
because it involves several stages of approval as the corporate finance handles the project
based on the Bank Negara, Bursa Malaysia and Security Commission’s procedure.

CHAPTER 2: LITERATURE REVIEW
2.1 Introduction

Literatures are reviewed in this section to help in analysing the research topic.
Understanding of an Initial Public Offering (IPO) is needed. Then, the researcher goes on to
determine how project risk management impacts on projects. Finally, factors contributing to
project success are explored to determine whether there is a link with project risk
management and an IPO project. Although the themes are presented in the literature in
various contexts, the paper will only focus on the role of project risk management in IPO
planning to increase its effectiveness based on the factors impact on it and the tools and
techniques applied.
17

2.2 Initial Public Offering (IPO)

An Initial Public Offering (IPO) refers to the first time a company offers its shares of
capital stock to the general public. An initial public offering is a process where the stock first
launches on the stock exchange by the company which decides to go public. Going public
from private means that the company wants to sell the stock share to the public (Koba, 2013).
The purpose of the company going public is to raise equity capital and to enter the public
market (Ritter and Welch, 2002). Investment banks will be hired by the company to form a
group that spreads around the funding and the risks of the IPO (Koba, 2013). The company
has to follow disclosure rules by regulatory authorities after it has gone public (Koba, 2013).
A company with a good reputation and structure is able to list the company’s shares on
the main market of the Bursa Malaysia. According to PWC (2016), project management is
involved in the IPO process (Figure 2.1). Businesses operate as usual when the project
management is performed in IPO process. Figure 2.1 shows that both pre-IPO and post-IPO
involves project management. However, PWC (2015) proposed that an IPO issuer needs to
plan early as the IPO process spend at least 2 years preparing for an IPO before launching the
shares on the stock exchange. The organisation has to make a decision to exit the existing
strategy and commit to the IPO strategy before it starts planning and doing preparation of the
IPO project. IPO is a milestone for an organisation to go from private to public. Sometimes it
will be hard for the stakeholder to accept the changes of the existing practice. For example,
the reporting system of a company needs to be documented in the computer and be
transparent. The researcher found that as the IPO process is long and PWC (2016) only
mentions that project management involves in pre and post IPO and it does not show the
detailed process of project management in IPO project.

18

Figure 2.1: IPO journey from Pre-IPO to Post-IPO (PWC, 2016).

An IPO is unique for each company as it can determine the potential of the company
on the stock market. The organisation must understand the factors that cause risks to an IPO.
Mousa, Bierly and Wales, (2014) concluded that the planning of an IPO has to consider the
effect of risk factors that are able to affect the investor’s perspective and the opportunity of
the company for long-term survival. Their study proved that external and internal factors
showed a negative relationship to IPO success, in which external risks are referred to
government regulations while internal risks are operational and managerial risks. This study
did not mention how the risks can be handled and managed, the researcher was motivated to
explore how the risks can be managed and handled to ensure IPO success.

2.3 Project Risk Management
Project risk management encompasses “the processes of conducting risk management
planning, identification, analysis, response planning, and controlling risk on a project”
(Project Management Institute, 2013, p. 308) with the objectives “to increase the likelihood
and impact of positive events and decrease the likelihood and impact of negative events in the
19

project” (Project Management Institute, 2013, p. 308). Risks are outside of project manager’s
immediate control (Cervone, 2006). According to EY (2013), project managers should
develop integrated risk approaches, assess resource requirements and monitor progress
against plans, foster coordination, elevate issues for resolution and communication results
before and after an IPO. In terms of risk management, project managers need to evaluate
enterprise risk management frameworks, define risk appetites and tolerance levels, build risk
identification, assessment, monitoring metrics and reporting plans, establish policies and
procedures based on risk tolerance levels, coordinate risk management inputs into strategic
planning processes and updates.

2.3.1 Risk Management Processes

This section describes and compares two risk management processes to investigate
how these risk management processes contribute to the project success. This section is
important to justify the tools and techniques applied in an IPO project that is related to project
risk management.
2.3.1.1 Project Management Institute

According to Project Management Institute (2013, p. 309), the six processes, which
are shown in Figure 2.2, interact with one another. The ways to handle risk management
activities of a project are defined in the risk management process plan. In the risk
identification process, the factors that can impact on the project are determined and their
characteristics are documented. Qualitative risk analysis is performed to prioritize the risks
that supposed to be concentrated on by assessing and integrating the probability of
occurrence and impact for further analysis or action. Quantitative risk analysis allows the
impact of the identified risks on the overall project to be analysed numerically. Plan risk
response is conducted to develop a plan in responding to the risks to increase opportunity and
minimize threats to the project objectives. Control risks allow the process of executing risk
response, following up known risks, monitoring residual risk, identifying new risks and
evaluating the productiveness of risk process throughout the project.

20

Figure 2.2: Project Risk Management Process (Project Management Institute, 2013, p. 309)

21

2.3.1.2 Larson and Gray

Figure 2.3: The Risk Management Process, Larson and Gray (2011, p. 213)

The risk management process described by Larson and Gray involves four steps
(Figure 2.3). The first step, which is risk identification, is carried out by inspecting projects to
identify the causes of risks. After that, the risk assessment process is conducted to evaluate
the known risks in term of severity of the effects, likelihood of occurring and controllability.
Step 3 requires risk response development to be performed. In this step, a strategy and
contingency plan have to be developed to decrease potential damage. Risk response control is
step 4 where the process of implementation of risk strategy, monitoring and modifying plans
for new risks and changing management are conducted. These four steps are repeated if new
risks are identified.

22

2.3.1.3 Comparison between Project Management Institute and Larson and Gray’s Risk
Management Process

The Project Management Institute’s and Larson and Gray’s risk management process
are similar. Both of these risk management processes involve similar steps, which are risk
identification, risk assessment, risk response planning and risk control.
Although these two risk management processes are similar, however, there are also
differences. For the Project Management Institute’s risk management process, it involves six
processes that interact with one another, which is different from Larson and Gray’s that
involves four steps. Besides that, the process of identifying new risks is conducted in every
step of Larson and Gray’s risk management process and all the steps have to be repeated if
new risks are identified, while for the Project Management Institute as mentioned in
PMBOK’s, new risks are only identified in the control risk process and the new risks would
be updated in the project document.

According to Larson and Gray (2011), risks can be identified by generating a list of
potential risks through brainstorming, problem identification and risk profiling, in which
macro risk is prioritized and followed by specific events. Macro risk are potential macro
economy and political issues that can affect the success of a project, such as the foreign
exchange rate, while specific events are risks due to unforeseen events in the overall project,
such as natural disaster. PMBOK’s risk identification process is different from Larson and
Gray’s as the risks are identified through documentation review, information gathering,
checklist analysis, assumption analysis, diagramming, SWOT (strengths, weaknesses,
opportunities, and threats) analysis and expert judgement (Project Management Institute,
2013, p. 319).
The process of risk assessment of the PMBOK guide is split into two processes,
which are performing qualitative risk analysis and performing quantitative risk analysis,
while Larson and Gray’s is carried out in step 2 where the risks are assessed based on the
severity of the effects, likelihood of occurring and controllability. The tools and techniques
used to access risks for the Project Management Institute and Larson and Gray’s are listed in
Table 2.1. Although Larson and Gray do not split risk assessment process into qualitative nor
does quantitative risk analysis as per the PMBOK guide, but it incorporates both qualitative
and quantitative risk assessment’s tools and techniques in the process of assessing risk.
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Table 2.1: Tools and Techniques used for the risk assessment process in PMBOK and Larson and Gray’s
risk management process (PMI, 2013, p. 312; Larson and Gray, 2011, p. 216-218).

2.3.2 Risk Breakdown Structure
Risk breakdown structure is defined as “a hierarchical representation of risks according to
their risk categories” (Project Management Institute, 2013, p. 317). The risk breakdown
structure is a part of the plan risk management which includes methodology, roles and
responsibilities, budgeting and timing (Project Management Institute, 2013, p. 316). Risk
breakdown structure is an effective way to identify risk as it can act as guidance to identify
and assess risks overall. It can be updated continually following the evolution of a project.
Research by Zacharias, Panopoulos and Askounis (2008), proposed the large scale program
risk analysis using risk breakdown structure, concluded that a risk breakdown structure helps
in arranging information and understanding the risks and it is also general enough to be
implemented with similar management and organisation. This research shows that risk
breakdown structure can be the foundation at the beginning of the risk management process.
The outcomes of this research provide evidence that the implementation of a risk breakdown
structure is applicable and useful in project risk management of an IPO project. Therefore, it
can be suggested as one of the best practices of project risk management to drive IPO project
towards success. It can increase the efficiency and reduce the time to identify and manage a
risk as the potential risks are presented in a more organized risk breakdown structure.
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2.3.3 Lesson Learned

Figure 2.4: Outline of Lesson Learned Process (Pharhi, 2009).

The lesson learned process could provide guidance in managing projects and risk.
Neef (2005) said that a company has to manage its knowledge in order to manage its risks.
The knowledge mentioned by Neef (2005) is the lesson learned system in an organisation.
Figure 2.4 shows the outline of the lesson learned process according to Pharhi (2009).
The researcher describes the lesson learned process as proposed by Pharhi (2009) based on
figure 2.4. At the planning stage of the lesson learned process, the goals of the process have
to be set, project team members have to be notified and a moderator has to be appointed. The
project manager has to prepare and create the lesson learned questionnaires. After the
questionnaires are approved by moderator, the questionnaires are then distributed to the
project team members at the later stages of the project. When the deadline to complete the
questionnaires is due, the lesson learned questionnaires are collected. The project manager is
responsible to analyse the questionnaires and prepare a lessons learned meeting. Lessons
learned meeting has to be held by project manager to discuss project events openly and
honestly to produce lists of causes and their effects and identify factors that can prevent
failures and ensure success of a project which help in the decision making process in future
projects. A lessons learned summary document or report has to be prepared by the project
manager and well documented so that it can be retrieved during the planning stage of the
future project. Then, it is distributed to the participants of the project, stakeholders and
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organisation management. At the last stage is the monitoring process, which is the
responsible for organisation management instead of project manager. At this stage,
organisation management needs to make sure that the project manager that handles the future
project applies the lessons learned. The lesson learned process covers both positive and
negative events (Pharhi, 2009). The summary document or report is the organisational
process assets which are categorized into two categories, which are processes and procedures,
and a corporate knowledge base. This information would be shared among the members in
the project and is usually required in the project closing stage (Project Management Institute,
2013, p. 28). Lesson learned is recommended for individuals that handle the IPO project
because it can effectively help in reducing project risks by learning and absorbing the positive
and negative traits of previous IPO projects and the knowledge can be utilized by the
individuals in future.

2.3.4 Acceptance Levels of Risk Management in Asia
Porananond and Thawesaengskulthai (2014) claim that project risk management
provides a guideline for decision making in new product development projects (NDP),
reducing uncertainty and increasing success rates. Authors found that only 9% of NDP
projects in Thailand used a systematic approach for managing risk. 61% of the projects
realised the importance of risk management and the remaining 30% did not involve risk
management in the NDP project. 182 academic papers published between January 2002 and
August 2012 were used and the study of the international standard and PMBOK guide related
to project risks show a well-established theory and alignment of project and risk
management. However, the results showed that most of the interviewees and experts
practiced non-systematic risk management in which the risk assessment may be conducted
during some steps in a high risk project but systematic risk management tools and techniques
were not used in these steps.
The value of risk management is investigated in an Asian-based survey conducted by
Yingtao Ren, Khim Teck Yeo and Yingju Ren (2014). The results showed that systematic
capabilities to implement a risk management process in an Asian project is not sufficient as it
has to be complemented with strong leadership, organisation structures and risk awareness
culture (Yingtao Ren, Khim Teck Yeo and Yingju Ren, 2014). The authors suggested one
way to improve the overall risk management capability, which was to foster an open culture
to discuss risk and promote a formal risk process (Yingtao Ren, Khim Teck Yeo and Yingju
Ren, 2014). The researcher found that as the IPO process is long and PWC (2016) only