In my current project I face the fact that the client manager is the actual problem of things not being solved. And no matter how hard we try to discuss and suggest this to him, he still insists that we should look elsewhere.What would you do?

Hi Radiant - I don't quite follow. Were you trying to discuss and suggest to the client manager that he himself was the actual problem of things not being solved? If so I can understand why he would be directing you elsewhere - no one likes to be told they're the problem.However, the client manager must report to someone, if that's the case then I would be escalating his performance with his supervisor in a sensitive way to try and clear the roadblock. You need to be careful not making an enemy out of him, but there should always be an escalation point both on your side (project lead/client partner) or on the clients side itself.

I come across a lot of crap project managers. They fail to deliver on their part, yet question everything you do and constantly try to undermine your authority as somebody who has been brought in specifically because he DOES know what he's on about.Often these cretins try and snuggle up to their director and put on the appearance of appearing competent. Sometimes, they win them over. Usually, they hang around for a year or two then move on before there's no excuse left for them to use and the chain of disasters behind them speaks for itself.I'd also love to find a way of exposing bullsh1tters, charlatans, egomaniacs and nincompoops before waiting for the inevitable 'evidence'. Any ideas?

In this case the manager is the one who called us in (and who will pay us). Of course he has a bigger boss... but he is not that involved.We gave him nice and diplomatic feedack :-) He became agressive, but after that he change a bit his attitude towards us... he is more collaborative now.However, I can manage to finish the project and get stuff accepted... but, I doubt he will implement our recommendations...