A project manager working on a large-scale network implementation is frustratedwith the hardware supplier.

The project manager should first become aware of any cultural characteristics of the new supplier that could impact negotiation. This is an important step to ensure effective communication and collaboration with the overseas company, as well as to avoid any misunderstandings or conflicts that could arise from cultural differences. By becoming aware of the new supplier’s cultural values, norms, preferences, and expectations, the project manager can adapt their negotiation style and strategy accordingly, and establish a positive and respectful relationship with the new supplier. This option aligns with the PMBOK Guide, 6th edition, which states that “the project manager should be aware of the cultural characteristics of the parties involved in the negotiation and how they may influence the negotiation process and outcome” (p. 480). The other options are not the best choices because they are not the first steps to proceed with the change. Engaging the services of an interpreter who understands the project domain (option A) may be a useful step to facilitate communication with the new supplier, especially if there is a language barrier, but it is not the first step. The project manager should first understand the cultural aspects of the new supplier before engaging an interpreter, as the interpreter may also need to be aware of the cultural nuances and sensitivities. Checking social media to determine if there are any common connections that use the new supplier (option B) may be a helpful step to gather some information or feedback about the new supplier, but it is not the first step. The project manager should first conduct a more formal and reliable assessment of the new supplier’s cultural characteristics, rather than relying on social media, which may not provide accurate or relevant information. Requesting assistance from the procurement department on the next steps (option C) may be a necessary step to proceed with the change, but it is not the first step. The project manager should first prepare themselves for the negotiation with the new supplier by becoming aware of their cultural characteristics, before seeking assistance from the procurement department on the contractual and legal aspects of the change. References:

PMBOK Guide, 6th edition, p. 480 1

PMBOK Guide, 6th edition, p. 489 2