The Lighthouse Project has five imperatives:
It has to be designed to affect a structural change, that is to move the needle on one important change objective.
It needs to embrace new ways to work; if the objective is to go agile, then this should be an agile project using a holistic team.
It has to deliver value early and often, therefore all work breakdown will be driven by value rather than by a schedule.
It must be a learning environment for everyone so it should show and tell often and it should capture lessons on what the larger transformation needs are, what skills it will take and what the roadmap should be.
Because it is a scaled down version of a larger need, the wherewithal to scale back up through cell division, seeding new teams from the original team, must also be in place. It is part of a bigger plan and one cannot lose sight of that.