Two linked subprojects start; a contractor agreed to biweekly status reports and weekly integration meetings but stops attending and submitting reports, saying those tasks take too much time. How should the project manager respond?

The best first step is to assess the situation as a risk and engage the contractor to understand their concerns. This proactive approach allows the project manager to identify the root cause of the resistance, which could be anything from workload issues to misunderstandings about the value of the reports. Understanding the problem is crucial for finding a viable solution and maintaining a productive working relationship. Filing a claim is premature and escalatory; it should be a last resort after attempts at resolution fail. Simply reminding the contractor of their commitment is unlikely to resolve the underlying issue and may be perceived as unhelpful. Compromising by eliminating reports without understanding the impact or exploring alternatives could lead to a loss of critical information and project control.