People have the strange tendency to close their eyes and avoid a bold decision because they might be wrong or they’re afraid of the consequences. And you must take painful decisions, in a courageous and well-balanced way, as early as possible. “Then you need to be clear and communicate bad news to the management and sponsors above you. What if problems arise or things really go wrong? It’s pretty much like the statement accounted to US president Eisenhower: ‘No one has time to do it right the first time, but everybody has time to take a second look and do it over again.’” Otherwise, this is going to fall back on you much, much later. Better limit the number of boxes to be ticked in the beginning, by using a smart project setup. “You have to honestly answer the question: am I on track or am I not on track? You shouldn’t accept bad quality in your project, just for the sake of ticking off a box in time, because this is going to haunt you. And you have to achieve, but that’s the name of the game.”Īs a mandatory prerequisite for consistent communication upwards, Claussen mentions that the project leader himself needs to be aware of the actual project progress. In short, for management, you must come across as straight and reliable. The main point is: be consistent in your communication. The question then should be: how do you build this relation? Communicating with management follows the same rules as communicating with your team. It’s the first step to be helped.”Ĭlaussen points out that it’s extremely important to have a relationship with your project sponsor or customer. “You need to do that in a way that people above you can hear and understand you. “Having been in higher management positions, I can tell you that there you have very limited insight in the projects that are running, as you’re constantly being tossed around by the various calamities.” That’s why it’s crucial that project leaders understand how they communicate upwards, he says. Starting with the upper layers, Claussen immediately dims high expectations. Project leaders have to be aligned to stay on the right track. You also have to ‘influence without power’: keep higher management involved and stay connected to peers like system architects. But there are more angles to project leadership.
#CATAN BUILDING COST HOW TO#
Wilhelm Claussen can tell you everything about what it means to be a project leader and how to get to success with your team. He also shines some light on his project leadership course at High Tech Institute. If we do not have the necessary resources, we can acquire them by trading with our opponents.Įach settlement is worth 1 victory point and each city is worth 2 victory points.How does a project leader cope with busy bosses, square techies with big egos, system architects and lonesome inventors? In the tech world, this is made easier by the common rule set of physics that everybody agrees to, according to Wilhelm Claussen. For example, a road costs 1 brick and 1 lumber.
#CATAN BUILDING COST UPGRADE#
We use these resources to expand across Catan: we build roads and new settlements, or we upgrade our existing settlements to cities. Hills produce brick, forests produce lumber, mountains produce ore, fields produce grain, and pastures produce wool. Each player who owns a settlement adjacent to a terrain hex marked with the number rolled receives a resource produced by this hex.
Other fearless seafarers have also landed on the shores of Catan: the race to settle the island has begun!Įach terrain hex is marked with a die roll number. Its name shall be Catan! But you are not the only discoverer. Picture yourself in the era of discoveries: after a long voyage of great deprivation, your ships have finally reached the coast of an uncharted island. Start here if you're just entering the Catan ecosystem.
From board game newcomers to the most seasoned players, CATAN offers something for everyone. Welcome to CATAN! Since 1995, CATAN (formerly The Settlers of Catan) has been captivating players the world over.