Due to unforeseen circumstances, a contractor was unable to mobilize the project team, which was necessary to conduct face-to-face meetings and discussions. Virtual meetings were subsequently put in p

While the contractor might have a contractual obligation, simply 'asking' them to solve it without proactive engagement from the PM to understand and resolve the communication gap is insufficient and avoids the PM's responsibility for team performance.

Terminating a contract is an extreme measure with significant cost and schedule implications; it is premature without first attempting to resolve the current communication issues through more collaborative means.

The communication gap is acting as a blocker (impediment) to the team's performance. In an agile environment, the project manager or Scrum Master's role is to facilitate the team and actively remove such impediments. Continuous reassessment allows for identifying evolving challenges and implementing adaptive solutions to bridge the communication gap, fostering better performance.

Implementing KPIs might track performance, but it doesn't solve the underlying communication gap itself. Convincing the contractor is part of the solution but not the sole action, and KPIs alone won't bridge the gap or remove the impediment.