Liftoff:

Launching Scrum & Agile Teams for Success

www.cspfastpass.com


1
EXERCISE
Instructions: read the statements below and mark with an “X” how closely your
personal experience matches the statements along a continuum of No, Somewhat or
Yes.

My Last Team Launch…

No Somewhat Yes

… was a discrete event with all

the relevant members of the
project community.
… had the participation &
suppor t of an executive
sponsor.
… took time explain the big
picture & the business context.

… we did real work that

advanced our understanding of
our team, product & business.

… emphasized the importance

& need for collaborative work.

… stressed continuous learning

by focusing on “good enough
for now”.

… provided a clean star t

through shared ownership.

… was a valuable use of my

time.

No Somewhat Yes

Now take a moment to watch two short videos which will share some ideas about
how to improve the liftoff process and how to design a liftoff meeting.


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APPLY YOUR LEARNING
Instructions: draw a line matching the liftoff elements with the benefits provided to
the Scrum Team members. After that is complete, circle the most important element of
liftoff.

Liftoff
Benefits Provided
Element

Enables the Scrum Team members to

Purpose create the community necessary to
achieve the business objective.

Offers inspiration and meaning for

Alignment
everyone involved in the work.

Develops awareness of how the work

Context will impact the users, the business
and the greater world.

3
Instructions: complete this short quiz based on the videos about liftoff and designing
the liftoff experience.

1. Which of the following discussions is necessary to build alignment during liftoff?

(a) Mission tests.
(b) Boundaries and interactions.
(c) Working agreements.
(d) Product vision.

2. Who are the participants in a liftoff?

(a) ScrumMaster, Product Owner, Development Team and stakeholders.
(b) Facilitator, product leader, core team, sponsor and stakeholders.
(c) Project manager, sponsor, users and technical leads.
(d) Customers, stakeholders, managers, developers and testers.

3. Why is it important to spend time establishing the core team during liftoff?
(a) Define each person’s responsibilities and any limits to their authority.
(b) Develop a list of assets required to successfully deliver the product.
(c) Clarify how the group’s collective work contributes to the larger goal.
(d) Identify who will give their undivided attention to the work.

4. Kateznberg and Smith define a high-performing team as any “small number of

people with complementary skills who are equally committed to a common
purpose, goals and working approach for which the hold themselves mutually
accountable.” Which liftoff discussions support the development of a common
working approach?
(a) Simple rules and working agreements.
(b) Boundaries and interactions.
(c) Product vision and mission.
(d) Core team and mission tests.

5. What is NOT a responsibility of the Development Team members during liftoff?

(a) Complete any pre-work necessary to support the liftoff.
(b) Design the liftoff sessions with the Product Owner.
(c) Be present for the entire liftoff.
(d) Engage in all liftoff activities.

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6. What are the two elements essential for EVERY successful liftoff?
(a) Passionate Product Owner with a clear vision and a skilled Development
Team committed to delivering value.
(b) Excellent facilitator who understands Scrum and Agile and a compelling
business need.
(c) Executive sponsor who actively supports liftoff and an understanding by
the organization that liftoff is not an empty ceremony.
(d) Engaged customers who care about the product and committed resources
to solve the problem.

7. Which of the following is NOT considered when discussing context?

(a) Boundaries and interactions.
(b) Simple rules.
(c) Prospective analysis.
(d) Committed resources.

8. Which of the following is a main responsibility of the ScrumMaster during liftoff?

(a) Work with the Product Owner and executive sponsor to identify the
business outcomes the organization is hoping to achieve with liftoff.
(b) Own everything related to the liftoff process - event timing, who to invite,
identifying pre-work, logistics and what activities to use.
(c) Welcome the participants to the liftoff and introduce the “strawman”
vision, mission and mission tests.
(d) Participate in all liftoff discussions and activities.

9. Which of the following is NOT a reason to have a liftoff?

(a) Define a clear purpose, establish interpersonal alignment and understand
the business context of the work.
(b) Produce a project plan, identify the dates of the key deliverables and
develop a communication plan for the stakeholders.
(c) Establish interpersonal relationships, working agreements and simple rules
which will be the basis of a high-performing team.
(d) Provide the Scrum Team sufficient initial understanding of the business
needs and business context so they can begin the work.


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CONCLUSIONS
Instructions: as preparation for your next liftoff, take a few moments to identify,
analyze and map your stakeholders. Use the following definition of a stakeholder for
this activity.

Stakeholder: any person who is affected by the actions of the Scrum Team or has
influence over the way they work.

1. Who are the people who really care about this product (or service) under
development? Make a list of eight to twelve key stakeholders for this work effort.
Be sure you identify both specific people and groups.

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

2. Which of your stakeholders are the part of the Crowd, the Subjects and the
Context Setters? Who are the Players? Neatly and legibly map each of your
stakeholders from question #1 to one of the four quadrants in the Stakeholder
Mapping Worksheet. Upload your completed worksheet to the CSP Fast Pass site
for your instructor to review and give you feedback.

3. How will you interact with each of these stakeholders during the development
process? For each stakeholder you identified in question #1, neatly and legibly
write two to three short bullet points describing how you plan to interact with the
stakeholder in the Stakeholder Engagement Worksheet. Upload your completed
worksheet(s) to the CSP Fast Pass site for your instructor to review and give you
feedback.


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Interest
Stakeholder Mapping Worksheet

Subjects Players

Crowd Context Setters

Power
7
Stakeholder Engagement Worksheet
Proposed Proposed
Stakeholder Stakeholder
Interactions Interactions

1 of _____


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ADDITIONAL RESOURCES
BOOKS
• Liftoff: Start and Sustain Successful Agile Teams by Diana Larsen and Ainsley Nies
• The New Why Teams Don’t Work: What Goes Wrong & How to Make it Right by
Harvey Robbins and Michael Finley
• Making Strategy: Mapping Out Strategic Success by Fran Ackermann and Colin
Eden

BLOGS
• Agile Team Charters - The Basics
https://www.alexandercowan.com/agile-team-charters-the-basics/
• Agile Chartering: A Summary of Key Activities Teams Can Use from Liftoff
http://www.codegenesys.com/agile-chartering-summary-key-activities-
teams-can-use-liftoff/
• Keys to Chartering an Agile Project
https://www.jrothman.com/articles_/2014/03/keys-to-chartering-an-agile-
project/
• 10 Tips for Product Owners on Stakeholder Management [or ScrumMasters!]
https://www.scrum.org/resources/blog/10-tips-product-owners-stakeholder-
management
• Getting Stakeholder Engagement Right
https://www.romanpichler.com/blog/stakeholder-engagement-analysis-
power-interest-grid/
• Designing the Liftoff Experience Checklist
h t t p s : / / c s p f a s t p a s s . c o m / w p - c o n t e n t / u p l o a d s / 2 018 / 0 6 /
DesigningLiftoffChecklist.pdf
• Plans for Retrospectives (a resource for activities to use during liftoff)
https://plans-for-retrospectives.com/
• Trading Cards
http://gamestorming.com/trading-cards/
• Liftoff Visioning Techniques
h t t p s : / / c s p f a s t p a s s . c o m / w p - c o n t e n t / u p l o a d s / 2 018 / 0 6 /
VisioningTechniques.pdf
• Five Steps to Working Agreements for Scrum Teams
https://cspfastpass.com/2018/02/16/five-steps-to-working-agreements-for-a-
scrum-team/
• Two Quick & Easy Techniques for a Retrospective
h t t p s : / / c s p f a s t p a s s . c o m / w p - c o n t e n t / u p l o a d s / 2 018 / 0 6 /
TwoSimpleTechniques.pdf

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VIDEOS
• Project Liftoff (interview with both Diana Larsen & Ainsley Nies)
https://vimeo.com/176691516
• Start and Sustain Successful Agile Teams (keynote by Diana Larsen)
https://www.youtube.com/watch?v=Gl_QxSCeIuU
• Agile Chartering
https://www.youtube.com/watch?v=zC5BaYmTmbw


10
TECHNIQUE
Impact vs. Probability Chart

TIME NEEDED PARTICIPANTS OUTCOME

35 - 45 minutes 3 - 12 people List of risks & opportunities

WHAT YOU CAN LEARN

What are the most likely risks and opportunities before a group and their potential
impact on their shared work.

WHAT YOU NEED

1. Post-it notes
2. Sharpies or pens
3. White board or chart paper

HOW TO DO THIS

In their desire to get started with the actual work, many teams just get started doing
the work without taking time to consider the risks (and opportunities) before them. In
the case of small, isolated products with small teams, that approach could work.
When teams work on large, complex, legacy products with many dependencies, that
approach is often misguided. Taking a few moments to survey the landscape often
reveals interesting obstacles and assumptions.

Begin this activity by handing each person (or each pair) a sharpies (or pen) and
some post-it notes. Ask the group this question, “What are the all the project-related
events that could occur in the next three to six months?” Provide the group three to
four minutes to write down everything they can think of that could impact their work.
At this stage, it is common for people to have a hard time to identify positive impacts,
so encourage everyone to write down at least one positive idea or event. Be sure to
remind everyone to put one idea\event per post-it note.

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While the participants are writing down their ideas, create the diagram in Figure 1 on
a sheet of chart paper or on the whiteboard. The y-axis represents the impact an
event with have on the team and their work with the large positive numbers
representing a large positive impact (a benefit) and the large negative numbers
representing a large negative impact (a drawback). The x-axis represents the
probability the event occurs in the next three to six months from it won’t happen at all
to it definitely will happen on this team.

+3

+2

+1
Impact

Probability
0

-1

-2

-3

Won’t Will
50/50
Happen Happen

Figure 1 - an impact probability matrix for assessing risks and opportunities.

Next, ask the participants to post their ideas\events on the matrix based on their
understanding of the impact and probability. Encourage the participants to keep their
explanations brief at this stage since a deeper discussion will occur shortly. Ask the
participants to share two or three ideas at a time to keep this round of sharing lively
and quick. Finally, we recommend a timebox of six to eight minutes for posting the
ideas into the matrix.

Once all the ideas\events have been placed into the matrix, now take time to discuss
the following topics. Timebox the discussion to no more than twenty-five minutes.

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 1. Any idea\event that was duplicated, but put into a different location, i.e.
different probability and\or different impact.
2. How to mitigate any event that “will happen” and has “-3” impact. These are
the key risks to avoid for the team. Depending on the nature of the event(s),
extend this discussion to event(s) that “will happen” and have a “-2” impact.
3. How to bring about any event that “will happen” and has “+3” impact. These
are key opportunities for the team. Again, depending on the nature of the
event(s), extend this discussion to event(s) that “will happen” and have a “+2”
impact.
4. Any other event(s) in the matrix that seems reasonable to discuss given their
impact to the team’s shared work and probability of occurance.

If action items were not identified in the previous discussions, then allow up to ten
minutes for identifying action items and owners.

WHO SHARED THIS WITH US

Diana Larsen & Ainsley Nies


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CHALLENGE1
For this Challenge, we asking you to launch (or relaunch) your team using the liftoff
process described in the videos. Since this will be your first liftoff using this process,
we recommend planning a liftoff for a single, co-located team2. Also, because we
have crafted what we are calling a “mega Challenge", there are a few options
available to you.

• Option #1: organize and facilitate the entire one-day liftoff described here.
We recommend this option if you feel confident in your skills as a facilitator,
you have organizational support for a one-day liftoff and\or you are
launching a new team.
• Option #2: organize and facilitate a partial liftoff. For this option, you will
facilitate a two to four hour liftoff in one area that will most help your time with
their current (or upcoming) work: clear Purpose, better interpersonal Alignment
or improved understanding of the business Context. We recommend this
option when you lack organizational support for a complete one-day liftoff or
you are working with an existing team.
• Option #3: create your own one-day, liftoff agenda for Purpose, Alignment
and Context based on the model provided here and using activities from the
Retromat website. For this option, at least two-thirds of the activities in your
agenda must be different than what is provided here. We recommend this
option if you lack a team or there is zero interest in liftoff.

If you choose to pursue Options #1 and #2 for this Challenge, they both require a
fair amount of pre-work and preparation on your part. In addition to the steps listed
below, we recommend that you review the Meeting Preparation Checklist Technique
from “No More Bad Meetings” course for general ideas on how to prepare the
sponsor and participants for collaborative meetings.

Pre-work (completed one to three weeks before the actual liftoff)

1) Use the “Designing the Liftoff Experience Checklist” from the Resources section of
your workbook to review the meeting logistics, stakeholder participation and core
team. Use the questions in the checklist to guide your discussions. Review and
update the results from the Stakeholder Analysis activity in this course. We
recommend at least sixty minutes for this discussion.

1 If you are a Product Owner, for this Challenge you will need to work closely with your
team’s ScrumMaster. Share with them the workbook and videos associated with this course
so they understand what you are trying to achieve with liftoff.
2 If your team is in multiple locations, contact your instructor for additional help with planning
this challenge.

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2) Create the “strawman” vision, mission and mission tests with the sponsor and
Product Owner. We recommend scheduling a discussion from forty-five to sixty
minutes.
3) Speak with each person who will be invited to the liftoff to ensure they understand
their role, the meeting agenda, how much time will be required of them and any
improvements that might make to the agenda and\or the list of invitees. Share
with them the “Proposed Liftoff Meeting Agenda” from this workbook.

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Detailed Liftoff Instructions (step-by-step guide)

Purpose: launch [or relaunch] our team with clear purpose, improved alignment and
greater understanding of the business context

Agenda (~7 hours)

1. Opening & Introductions: this is an opportunity for the executive sponsor to greet
everyone, to say a few words about why this product development effort is
important to the business and to make a “formal” transfer of their authority to the
Product Owner. Timebox the executive sponsor’s comments to no more than five
minutes (the best you can). Once the executive sponsor is finished speaking, the
ScrumMaster will review the day’s agenda and timing. Confirm their agreement
that the purpose and agenda are accurate and correct. [10 minutes]
2. Who is on the core team? What are their unique skills & abilities? [Core
Team]: complete the Trading Cards activity (see the Resources section of your
workbook) with everyone in the group - Product Owner, ScrumMaster,
Development Team (the Core Team in this context), executive sponsor and any
stakeholders present. Distribute index cards, markers, stickers, etc and allow each
person about eight minutes to make their own trading card (if you are unfamiliar
with a trading card, do a Google image search on “baseball card” of “pokemon
card” for examples). On the back of the index card, ask the participants to list
their key professional (and personal) experiences, skills and knowledge that they
bring to this work. On the front of the index card, ask the Development Team
members to put a red start in the upper right hand corner to identify them as Core
Team members.
Allow the participants fifteen to twenty minutes to share their cards and ask each
other questions. At this point, stakeholders who are NOT Players may be
excused. [30 minutes]
3. What is the vision for our work? [Vision]: ask the executive sponsor to share with
the participants their “strawman” vision for the work and allow for five to ten
minutes of discussion between the executive sponsor and participants. Next,
distribute index cards to all the participants and provide them with three minutes
to rewrite the “strawman” vision in their own words. When the three minutes have
expired, tape each of the index cards on the wall, allow everyone the opportunity
to read the various vision statements.
Using the Dot Voting technique from course on “Servant Leadership”, identify the
most inspiring vision statements. Taking the best elements from the top two (or
three) vision statements with the most votes, merge the various vision statements
into a single vision statement. Using the Roman Voting technique from the
“Inclusive Solutions” course, confirm that the vision statement is “good enough for
now” (GEFN). At this point, the executive sponsor may be excused. [40 minutes]

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4. What is our team’s mission? How will we know we have been successful?
[Mission & Mission Tests]: ask the Product Owner to share with the participants
the “strawman” mission and mission tests and allow for five to ten minutes of
discussion between the Product Owner and participants to discuss the mission.
Repeat the activity used to create the vision to define the team’s mission.
Distribute index cards to all the participants and provide them with three minutes
to rewrite the “strawman” mission in their own words. When the three minutes
have expired, tape each of the index cards on the wall, allow everyone the
opportunity to read the various mission statements.
Using the Dot Voting technique, identify the most inspiring mission statements.
Taking the best elements from the top two (or three) mission statements with the
most votes, merge the various mission statements into a single mission. Using the
Roman Voting technique, confirm that the mission is GEFN.
To define the mission tests, divide the participants into three groups to identify two
or three candidate mission tests on index cards, one mission test per index card.
Participants can either reformulate the existing, “strawman” mission tests provided
by the Product Owner and\or create new, more relevant mission tests based on
their new understanding of the work and personal experience. Offer the
participants the following guidelines when writing their own mission tests.
• Are specific, measurable and binary.
• Speak to outcomes and results, not activities.
• Mixture of qualitative and quantitive measurement.
At the conclusion of a ten minute timebox, review all the candidate mission tests
followed by a round of Dot Voting to identify the top three to five mission tests with
the most votes. Close the section on mission tests with a round of Roman Voting to
confirm the mission tests are GEFN. Provide a short, five minute mini-break before
proceeding to the next activity.
Divide the participants into groups of two to four people and distribute the “Liftoff
Visioning Techniques” handout from the Resources section of your workbook to
everyone. Ask each group to select an activity, Product Box or Cover Story, that
will best allow them, as a group, to synthesize everything they have learned this
morning about the Purpose - vision, mission and mission tests - of their shared
work. Participants will need glue, tape, markers, scissors, sticker, magazines and
other craft supplies to complete this activity. Provide a timebox of twenty minutes
for this activity. [90 minutes]
5. What resources have been dedicated to our work? [Committed Resources]:
ScrumMaster begins this discussion by handing out a sheet of white paper to each
person and asks everyone to fold their sheet of paper down the middle. In the
right column, each person takes two minutes to write down their answers to this
question, “What do you personally need to be successful on this team?” In the
left column, the ScrumMaster offers each person to write down their answers to

17
 this question, “What does the team need to be successful on this project?” At the
end of the time box, allow neighbors up to four minutes to share what they wrote
in each column.
To close this activity, the ScrumMaster asks each pair to share one need from each
column and records the results in a spreadsheet. Each group shares their needs
until all relevant needs have been captured. [20 minutes]
6. Check-in & Review: after lunch, the executive sponsor and key stakeholders
return for a short review provided by the ScrumMaster, Product Owner and
Development Team. The vision, mission and mission tests are reviewed and the
participants complete step #4 from the Product Box and Cover Story activities
(make presentations). The spreadsheet of the Committed Resources, created just
before lunch, is shared with the executive sponsor. Once the check-in is complete,
the executive sponsor and stakeholders may be excused since the remaining
activities are for the Scrum Team. [25 minutes]
7. How do we want to work together as a team? [Simple Rules & Working
Agreements]: using the Simple Rules technique from the “Team Development and
Evolution” course, follow steps #2 to #4 in the Challenge to create a list of simple
rules for the Scrum Team. We recommend using the Scrum values or the values
from the Agile Manifesto for this activity. You can also use the “official” values of
your organization, if you feel they are relevant, useful and meaningful to the
group. We do NOT recommend asking the group to generate their own list of
values, especially if this is your first liftoff experience. This will create too much
divergent thinking within the group and consume too much time. When complete,
take a five minute mini-break. [35 minutes]
To create Working Agreements, follow the steps outlined in the article “Five Steps
to Working Agreements for Scrum Teams” in the Resources section of this
workbook. When complete, take a five minute mini-break. During this break, the
Product Owner or ScrumMaster will inform the key stakeholders their presence is
needed for the remainder of the day. [35 minutes]
8. What limits exist, if any, to this team’s authority to get the work done?
[Boundaries & Interactions]: review the results from the Stakeholder Mapping
and Stakeholder Engagement worksheets with the Development Team and key
stakeholders. The Scrum Team works with the key stakeholders to identify any
stakeholders, or interactions, that were overlooked in the initial analysis. If
information needs to be shared with stakeholder groups, the Scrum Team and key
stakeholders will identify what specific information needs to be shared, in what
format, how frequently and who has the responsibility to share the information.
[25 minutes]
9. What are the potential risks (and opportunities) that await us? [Prospective
Analysis]: using the Impact vs. Probability Chart technique from this course,

18
 complete the prospective analysis with the Scrum Team and key stakeholders. [30
minutes]
10.How do we improve the next liftoff?: the ScrumMaster facilitates a short
Retrospective of the liftoff process with the Scrum Team and the key stakeholders.
We recommend using one of the techniques from the article “Two Quick & Easy
Techniques for a Retrospective” in the Resources section of your workbook or your
favorite alternative. [20 minutes]
11. Final Review & Closing: after the Retrospective, the Executive Sponsor returns for
a final review of the prospective analysis and the discussion about boundaries and
interactions. [20 minutes]

If you choose option #2 for this Challenge, these are the steps in this agenda you will
need to follow to in order to facilitate Purpose, Alignment or Context for your team.

Purpose: #1, #3, #4, #6, #10 and #11

Alignment: #1, #2, #7, #10 and #11
Context: #1, #5, #8, #,9, #10 and #11

Instructions: now that your (mega) Challenge is done, you will need to provide an
after action report to your instructor on your liftoff experiences. In addition to your
after action report, upload the various liftoff artifacts to the CSP Fast Pass site for
your instructor to review and give you feedback.

1. Your meeting agenda as a PDF.

2. Vision, mission and mission tests (if you facilitated Purpose).
3. Simple rules and working agreements (if you facilitated Alignment).
4. Committed resources and prioritized list of risks (and opportunities) as a
spreadsheet (if you facilitated Context).

As part of your after action report, write in your journal from three to five paragraphs
that answer the following questions.

• What did you learn about the liftoff process?

• On a scale of zero to four, what was your return on time invested in this activity?
Explain the reasons for your selection with three to five sentences.

0 - complete waste of time 2 - break even very high - 4

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• What sort of feedback did the Executive Sponsor give you about the liftoff? Be
specific.
• What sort of feedback did the liftoff participants give you about the liftoff? Be
specific.
• If you were to run a liftoff again, how would you improve the experience?

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 DETAILED LIFTOFF MEETING AGENDA TIMING

Purpose: launch [or relaunch] our team with clear purpose, improved interpersonal
alignment and greater understanding of our shared business context.

Detailed Agenda (~7 hours)

1) Opening & Introductions [10 minutes]
Executive Sponsor opening & introduction [~5 minutes]
ScrumMaster reviews agenda [~5 minutes]
2) Who is on the core team? What are their unique skills & abilities? [30 minutes]
ScrumMaster explains Trading Card activity [~5 minutes]
Everyone creates Trading Cards [~8 minutes]
Everyone review Trading Cards [~15 minutes]
3) What is the vision for our work? [40 minutes]
Executive sponsor introduces “strawman” vision [~5-10 minutes]
Everyone writes vision, followed by Dot Voting, merge and Roman Voting [~30
minutes]
BREAK [10 minutes]
4) What is our team’s mission? How will we know we have been successful? [90
minutes]
Product Owner introduces “strawman” mission and mission tests [~10 minutes]
Everyone writes mission, followed by Dot Voting, merge and Roman Voting
[~20 minutes]
Small group discussions to create candidate mission tests [~12 minutes]
Everyone discuss candidate mission tests, followed Dot Voting and Roman
Voting [~18 minutes + 5 minute mini-break]
Everyone plays Product Box or Cover Story [~20 minutes]
BREAK [10 minutes]
5) What resources have been dedicated to our work? [20 minutes]
ScrumMaster facilities the discussion to identify personal and group needs [~20
minutes]
LUNCH [60 minutes]
6) Check-in & Review [25 minutes]
ScrumMaster and Product Owner facilitate review of vision, mission, mission
tests and committed resources with the Executive sponsor [~10 minutes]
Everyone participates in the Product Box\Cover Story presentations [~15
minutes]

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7) How do we want to work together as a team? [70 minutes + 10 minute break]
ScrumMaster facilitates Simple Rules technique with Development Team and
Product Owner [~30 minutes]
BREAK [5 minutes]
ScrumMaster facilitates Working Agreements exercise with Development Team
and Product Owner [~30 minutes]
BREAK [5 minutes]
8) What limits exist, if any, to this team’s authority to get the work done? [25
minutes]
ScrumMaster and Product Owner share the Stakeholder Mapping and
Stakeholder Analysis results with the Development Team and key stakeholders
and discuss the results [~25 minutes]
9) What are the potential risks (and opportunities) that await us? [30 minutes + 10
minute break]
ScrumMaster facilitates Impact vs. Probability Chart technique with
Development Team, Product Owner and key stakeholders [~25 minutes]
BREAK [10 minutes]
10) How do we improve the next liftoff? [20 minutes]
ScrumMaster facilitates a short Retrospective with the Scrum Team and key
stakeholders. [~20 minutes]
11) Final Review & Closing [20 minutes]
Scrum Team and key stakeholders provide the Executive Sponsor a final review
of the afternoon’s work. [~15 minutes]

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 PROPOSED LIFTOFF MEETING AGENDA

Purpose: launch [or relaunch] our team with clear purpose, improved
interpersonal alignment and greater understanding of our shared business
context.

Agenda (~7 hours)

1) Opening & Introductions [10 minutes]
2) Who is on the core team? What are their unique skills & abilities? [30
minutes]
3) What is the vision for our work? [40 minutes + 10 minute break]
4) What is our team’s mission? How will we know we have been successful?
[90 minutes + 10 minute break]
5) What resources have been dedicated to our work? [20 minutes]
LUNCH [60 minutes]
6) Check-in & Review [25 minutes]
7) How do we want to work together as a team? [70 minutes + 10 minute
break]
8) What limits exist, if any, to this team’s authority to get the work done? [25
minutes]
9) What are the potential risks (and opportunities) that await us? [30 minutes
+ 10 minute break]
10) How do we improve the next liftoff? [20 minutes]
11) Final Review & Closing [20 min]

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