Formula 1 Motivational Quotes

Success is the circle, hard work is the perimeter of it. the diameter of success is the addition of radius and radius of success is the failures of it

My general approach is very simple – one step at a time. Break the process down into smaller pieces and then focus in on each one of those steps. By definition, if you make every one of those steps the most efficient it can be, then your journey as a whole will be much more productive

One Archeology and Decipherment Two History: Heroes, Kings, and Ensi's Three Society: The Sumerian City Four Religion: Theology, Rite, and Myth Five Literature: The Sumerian Belles-Lettres Six Education: The Sumerian School Seven Character: Drives, Motives, and Values Eight The Legacy of Sumer APPENDIXES A. The Origin and Development of the Cuneiform System of Writing B. The Sumerian Language C. Votive Inscriptions D. Sample Date-Formulas E. Sumerian King List F. Letters G. Dit lla's (court decisions) H. Lipit-Ishtar Law Code 1. Farmers' Almanac SELECTED BIBLIOGRAPHY

While there is no formula for cognitive load, we can assess the number and relative complexity (internal to the organization) of domains for which a given team is responsible. The Engineering Productivity team at OutSystems that we mentioned in Chapter 1 realized that the different domains they were responsible for (build and continuous integration, continuous delivery, test automation, and infrastructure automation) had caused them to become overloaded. The team was constantly faced with too much work and context switching prevailed, with tasks coming in from different product areas simultaneously. There was a general sense in the team that they lacked sufficient domain knowledge, but they had no time to invest in acquiring it. In fact, most of their cognitive load was extraneous, leaving very little capacity for value-add intrinsic or germane cognitive load. The team made a bold decision to split into microteams, each responsible for a single domain/product area: IDE productivity, platform-server productivity, and infrastructure automation. The two productivity microteams were aligned (and colocated) with the respective product areas (IDE and platform server). Changes that overlapped domains were infrequent; therefore, the previous single-team model was optimizing for the exceptions rather than the rule. With the new structure, the teams collaborated closely (even creating temporary microteams when necessary) on cross-domain issues that required a period of solution discovery but not as a permanent structure. After only a few months, the results were above their best expectations. Motivation went up as each microteam could now focus on mastering a single domain (plus they didn’t have a lead anymore, empowering team decisions). The mission for each team was clear, with less context switching and frequent intra-team communication (thanks to a single shared purpose rather than a collection of purposes). Overall, the flow and quality of the work (in terms of fitness of the solutions for product teams) increased significantly.