Case Study

You are the project manager for a new multi-million dollar building renovation for your organization. The company needs to maximize the space that they have and
the best approach is to do a staggered build out in order to better maximize the space in the existing building. You feel that the best approach was to negotiate
with multiple contractors on a fixed price contract. Different contractors discussed other contracts with you, particularly ones to address the current market
fluxuations in the raw materials market. You ignore those other companies and settle on an agreement with a local company, who is willing to accept your terms for
a fixed price contract. You find out that a few weeks into a four month project that raw materials have increased by 250%. The contractor meets with you to discuss
a price increase for the project. You have already committed a fixed price to the company and there is no contingency in the budget. The contractor advises that he
will go bankrupt if he is forced to finish the project at this price and so the contractor sends you notification that they are stopping work on the project. Word
of the work stoppage flies through your company and your boss calls you to his office for an update. You explain what has happened but he feels that you are
responsible for allowing this to get to this point. You are told by your boss to work something out with the contractor and to go into the negotiation with a good
plan on how to mitigate the costs. Upon reflection of this situation, consider the below questions and how might this situation been different with a different
contract approach.

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