The first task is to confirm the perspective from which the risk analysis and management is being carried out and identify the principal stakeholders interested in the outcome. This version of the RAMP process assumes that risk is being considered from the viewpoint of the owner. The process can be adapted to suit other interests.

A risk process manager will be appointed, who will plan, lead and co-ordinate the risk analysis and management process. His or her initial task will be to prepare a RAMP process plan.

A preliminary brief on the objectives, scope and timing of the investment should be prepared at this stage. This should include the definition of the provisional overall strategy for risk reviews and management throughout the investment life-cycle, including each of the following:

• Purpose of RAMP: what are the objectives of the RAMP process as applied to this investment?
• Level of risk analysis: what level of detail, sophistication and effort is appropriate for such an investment/project, given its type, value, complexity and importance?
• Scope of review: what stages in the investment life-cycle, or more specific aspects of the investment, are to be considered?
• Stage/timing: at what points or times within each stage are the risk reviews to be carried out?
• Budget for RAMP: establish a budget for conducting the RAMP process stage-by-stage for the life of the investment.

It is essential that the risk analysis and management strategy is communicated as fully as possible to all concerned. The involvement of as many people as possible will make it more effective. The last stage of the RAMP launch process is to form a team, who will act as risk analysts.