The model and structure of the fresco

A model is a limited set of concepts that can be used and related to each others to represent a simplified view of a complex reality.

The big picture

The model's view with relationships

Like the other frescoes, that of Agility begins with problems, or precisely with difficulties that people face in their work.

These people are the stakeholders involved in working (as a team) to produce a result.

The difficulties come from the different ways of working that we categorize with principles. We used modern to qualify the dominant model in the organization of work : the neo-liberalism.

We invit attendees to express their difficulties at work and then to identify their causes in association with principles, themselves grouped by fundamentals.

As in the Agile Manifesto, agile principles are the declination of agile values or fundamentals.

After the difficulties, attendees are invited to find which practices they could used to avoid problems mentioned at the beginning.

Notice that it's not about finding a solution for a problem, but to avoid the problem by changing the philosophy of work.

The Agile Manifesto shows the transition to operate between a not agile approach and an agile approach.



The (principle) fundamental is an initial proposition from which others propositions can be made but the fundamental still a root concept.

In one approach, a fundamental (principle) is universal whatever the context.

Exemple : The division of work is a fondation of the modern approach (from taylorism), and feedback loops are fundamentals for Agile.


In the fresco, a principle (simple) is a proposal that comes from a fundamental.

A principle has a more reduced scope than the fundamental, ie it can be not relevant in some contexts.

Example : Having multifunctional teams is a principle that enforces the fundamental pillar of auto-organisation. In certain circumstances, an I-shape profile team can be the best option.


The work comes from greec praxis, action. It is a way to implement, to set up a principle (one or many).

A practice depends on the context.

Example : the Definition of Done is a practice that helps the team to be focused and to explicit the expected result.


The transition is a (big) change in terms of approach, that is required by people.

The transition towards agility requires the adoption of its fundamentals concepts, agreement on principles and commitment on a set of practices, selected by the team, according to her context.