jhtnadave,
I feel for you. I have seen projects I was not the implementation engineer for go south fast because of a poor PM and felt sorry for the customer. I have been the implementation engineer when the project manager was ill prepared, inept, ill informed, un/reactive, and the sales team less than communicative in the sales proccess, in which case I just did the PM's job myself. It is hell for the implementation engineer as well.
My advice to anyone, start meetings with your PM early, get everything about your system including programming parameters set up, and documented early in the proccess. When the equipment is ordered for delivery you want all the programming parameters already documented, and signed off on. If there are any other items in the project, wiring, paging, new trunks, circuits, etc. get them completed before the system equipment is scheduled to be delivered to site, preferably as a seperate project at least with completion date prior to going live on the new system. Your system should be ready to go live, tested, trained(including all VM boxes set up), interfaced with other systems(paging, EM, user apps, SCN, pre-test trunks when possibleT1/PRI/ETC), admin trained, and waiting to switch/Port the lines over to the new system prior to the cut-over. There should be few exceptions to this, and mosly only with smaller systems.