This tutorial will explain how to create basic weather effects such as clouds, fog, and rain in Crysis. The tutorial begins with the explanation of the environment properties and then will go in detail for each weather effects.



List of main Weather Effects in CRYSIS

· Clouds

· Rain

· Snow

· Lightning

· Wind

· Fog

· Earthquakes

· Tornadoes

Image Resources






List of Research Information

· Sandbox 2 Manual – CryEngine2

Relevant content includes as follows;

- Environment Settings

- What are the Environment Entities?

- How to setup weather effects?

- How to Set Up a Frozen Level

- Cloud Entity

- Flash Entity Reference

- Fog Entity Reference

- Lightning Entity Reference

- Fog Volume Entity Reference

- ViewDist Entity Reference

- Volume Object Entity

- Tool Menu – User Commands

List of Discussion Forums

· Changing weather in Crysis

· Will there be rain/weather?

· Crysis Weather Effects?

· Volumetric Fog

· Been playing around with the Tornado

· Snow/ice – Do they melt?

List of Video Tutorials

· Crysis Sandbox Tutorial 6 Add Rain – By Xanthochori

· Crysis Sandbox Tutorial 38 Make A Frozen Map - By Xanthochori

· Crysis Sandbox Tutorial 37 Frost on Screen - By Xanthochori

· Crysis Sandbox Tutorial 21 Create A 3D Cloud - By Xanthochori

· Crysis Sandbox Tutorial 20 Create A Tornado – By Xanthochori



· Research any relevant information, including existing tutorials, videos, discussion forums, etc.

· Make a list of possible weather effects that could be achieved within Crysis

· Learn and create an introduction about general crysis interface (weather entities and properties)

· Create beginner tutorials of some basic weather effects e.g. cloud, rain, fog, etc.


· Learn and create tutorials for the advanced weather effects e.g. snow, earthquakes, tornadoes, etc.

· Continue research on methods of weather controls within game level (find out how to create basic user commands, e.g. keyboard/mouse shortcuts)


· Create more advanced interactive weather controls within game level – by using either buttons (stop/start) or slide bar. This is aimed to create more control abilities to the players, for example, changing weathers and weather’s degree

· Experiment with various methods of controlling and make suitable solution for each weather effect


As it is close to submission time, our team has not quite made any progress yet. We all know what we suppose to do, but I think it would be better ideas to have some kind of outline, so at least we know who is going to do what or which tasks we need to do first. As I am responsible for creating team schedules since the first fabrication, I found that the last schedule is harder to create. It is not easy as the fist schedule and cannot use the same format. A few weeks ago, I was assigned to make a research on planning for collaboration topic. I found an article on how to create a plan and various types of schedule. Now, I can say that the collaboration topics that we are doing are very useful. I decided to use Gantt chart for our team because it shows us the relationships between different tasks such as relative sequence, duration, timing, etc. It helps us understand what needs to be done, when, and how one step affects other steps. For our team schedule, I broke down areas of improvement into three main sub areas, made timeline with different colours for each member’s responsibility, as well as added speacialisation tutorials.

Team Schedule for Final Febrication

1st team schedule

2nd team schedule



Strengths – Great design structure and elements. The surrounding environment was very well constructed, which gives a sense of real city space. The team has successfully conveyed the original idea of the world Cultural Centre.

Weaknesses – The interior space needs to be further developed in order to provide more functional areas. The building is not quite distinguished from the surrounding buildings. This may be because it was not modeled to scale and its texture was not as prominent as the one on the surrounding buildings.


Strengths – Excellent work on interactivity which can very well make the environment lively. With a few building’s information, the team Orange has made a great job on building modeling. The use of light environment is amazing. Both daylight and night features can well emphasise the reality of the overall environment and building.

Weaknesses – The interior building could be more realistic by applying the appropriate materials. The interior space is quite large, thus the spaces’ function needs to take into consideration.


Strengths – The illumination inside the building can really convey the purpose and function of the space. The building was nicely modeled with realistic scale and texture.

Weaknesses – The interactivity was not presented. This causes the overall environment inactive.


Strengths – Good professional practice on researching and collaboration. The team has successfully fabricated the Bodo Cultural Centre with detailed environment and design. The presentation was also excellent in giving details of processes, as well as convincing other teams.

Weaknesses – The building could be possible more realistic by applying more textures.


Strengths – Excellent work on interactivity. The underwater environment is amazing and well developed from last submission. Nice showing of the rendering between the real environment and the Crysis environment.

Weaknesses – The reflection of water and textures needs to be solved. The interior space could be further improved to give more sense of a hotel.


Planning is the cognitive process of thinking about what you will do in the event of something happening. [1] The essence of effective planning is a sense of preparedness. It increases the chances of success and decreases wasted time in the long run. Some advantages of planning are that it

- Helps team members coordinate their work by providing a clear picture of what each member should be doing and when. Mapping the steps in the plan also helps identify potential conflicts in schedules.

- Helps the team identify a series of deadlines they need to meet in order to complete the project on time. This allows the team to check its progress and to discuss concerns about the schedule with the members before the completion date.

- Provides a roadmap that gives the team a sense of direction and helps ensure that key tasks are not missed.

- Provides the basis for improving the next project by comparing what the team hoped would happen with that actually happened.


A team should be able to identify the steps it will take to complete its work. A thorough plan usually covers at least these five elements:

- Tasks and timelines: What you’re going to do and when. List the activities in sequence.

- Budget and resources: What dollars and other resources you need to get the job done.

- Stakeholders: Identification of the people and groups involved in or affected by the project and how they will participate or be communicated with.

- Check and review: How you will know if the plans and methods work.

- Potential problem analysis: Description of potential failures/errors, potential causes of those failures, and planned countermeasures.

Planning grids are simple planning tools that identify what needs to be done, by whom, by when. In order to prepare the grid, the team needs to list the steps, in sequence, and the outcome of each, who is responsible for each step or task, and the planned start and end dates for each step. The team might include notes on limits or boundaries, reminders, or cautions. If the team is working on more complex or longer term projects, create a planning grid for each stage of the project, or use other planning tools or computer software.

Tree diagrams are helpful for identifying all the tasks in a plan, but they do not include information about timing, resources, sequence, etc. The tree diagram graphically breaks down a broad objective or goal into increasingly detailed tasks that must be completed to accomplish the objective. It helps divide a large task into manageable pieces and is especially useful in checking the logic and completeness of a plan at different levels of detail. A tree diagram can be combined with a Gantt chart to provide more information on the plan.

Gantt charts allow you to see the relationships between different tasks such as relative sequence, duration, timing, etc. They can get complex quickly when there are many overlapping tasks. Computer software programs such as Microsoft Project that create Gantt charts automatically usually allow you to look at resource allocation as well as the tasks. Gantt charts help everyone understand what needs to be done, when, and how one step affects other steps.

Process maps can be used to describe a plan’s sequence of activities. They also can illustrate how responsibilities for tasks move across areas. Deployment process maps show who has main responsibility for each task, and the relationship between tasks. This tool is particularly useful when the work is moving from one team member to another. [2]


[1] Farlex 2009, Planning, accessed on 3 May 2009,

[2] Joiner, B 1996, The Team Handbook, 2nd edn, Joiner Oriel Inc, Madison.


Remuneration can be referred to a payment or reward for work done. [1] It is generally used as a motivation to arouse enthusiasm and persistence to pursue a certain course of individual’s action. It can lead to behaviours that result in high performance within a team or an organisation. Rewards can be intrinsic or extrinsic, system-wide or individual. The below diagram illustrates the categories of rewards, combining intrinsic and extrinsic rewards with those applied system-wide or individually.

Figure 1: Examples of Intrinsic and Extrinsic Rewards

Intrinsic rewards are the internal satisfactions a person feels in the process of performing a particular action. Solving a problem to benefit others may fulfil a personal mission, or the completion of a complex task may give a pleasant feeling of accomplishment. An intrinsic reward is internal and under the control of the individual, such as the choice to engage in task behaviours to satisfy a need for competency and self-determination. On the other hand, extrinsic rewards are given by another person, typically a supervisor, and include promotions and increased pay. Because they originate externally as a result of pleasing others, extrinsic rewards compel individuals to engage in a task behaviour for an outside source that provides what they need, such as money to survive in modern society.

Rewards can be given system-wide or individual. System-wide rewards apply in the same way to all people within a team or within an organisation. Individual rewards may differ among people within the same organisation or team. An extrinsic, system-wide reward could be health benefits or extra holidays made available to the entire organisation or to a specific category of employees, such as those who have been with the organisation for two years or more. An intrinsic, system-wide reward would be the sense of pride that comes from contributing to a winning organisation. An extrinsic, individual reward is a promotion or a bonus. An intrinsic, individual reward would be the sense of personal fulfillment that an individual derives from his or her work. [2]


[1] Redgoldfish 2009, Remuneration, accessed on 6 May 2009,

[2] Daft, R and Pirola-Merlo, M 2009, The Leadership Experience, Cengage Learning Australia, Victoria.