The aim of the team liftoff is to launch our team on its mission as quickly as possible. To do this, we first need to have context; we need to understand our product and its purpose and how it fits in with the company's goal. 

Knowing this background helps us better understand the business problem we're trying to solve. It means we will be much more able to make better design and implementation decisions. For example, is this a standalone solution, or does it fit into a wider ecosystem?

The second part of the liftoff is deciding how best to solve this problem together. This gives our team an operating manual/system, which includes our team's technical process (definition of done) and social contract (working agreement). Both of these help us remove any assumptions on how we're going to work with each other.

For a team transitioning to Agile, this should be underpinned with Agile fundamentals training so that we all have a common foundation in the Agile Mindset. This is something we will be able to use in our day-to-day work environment, using our knowledge to guide the decisions we are taking. We should continually reflect on how our choices fit the values and principles of the Manifesto for Agile Software Development. 

In the Define success section, we discussed the importance of recognizing what success should look like. Without this, we're unable to track our progress and determine if we've completed our mission. We also demonstrated an activity called Success Sliders, which helped us frame which parameters of our mission are important.

In the next chapter, we are going to delve more deeply and look at other measurements that we can track which will help us understand if we're on course to a successful mission outcome. This will include a more detailed way of defining and measuring success.