One strategy might be to cut out the middleman. Go directly to the client and ask what s/he wants.
On a slightly less bold note, request that you, your PM, the contractor, and the client all meet at the same time rather than on relying on an email chain or technology (which will undoubtedly not serve everyone's needs) to relay information. This strategy works particularly well in my experience, as long as you have a manager willing to let you tag along.
Best technology I can suggest is the telephone. You've got to open up direct lines of communication. But I guess you know that and are finding it difficult, someone along the line is not helping. So now you have to tackle that person, find out why not, what their reservations are and how you might allay their fears.
As for software, I recommend that you DO NOT look for a software solution to this sort of problem. Suppose you implement a new trouble-ticketing system for capturing client questions and comments and to feed back your questions and comments to your client. Next time you tackle your management about the issue one of 2 things will happen:
-- The response will be 'But you told us installing system TT would fix this !'
OR
-- There must be something wrong with system TT, we'll divert our energy to fixing the software.
Oh, and do write things down, so email might be even better than the telephone.
I'm sorry, but this doesn't sound like a technological issue. Good project managers ensure communication and should allow you to work directly with the client where necessary. This is a communicaiton/management problem.
与所有问题一样，您应该确保提供足够的信息和背景，以确保获得良好的答案（必须引用 Jeff / Joel 的内容：在本例中，杰夫相信您只能从问题中得到您所投入的内容） 。如果您不是真正提出问题的人，这显然也会有所帮助，尽管正如许多人所说，尽一切努力拉近与客户的距离。
PRINCE2 (the project management methodology) would define your questions as project issues (essentially an issue is anything which needs attention so a question is no different to a software defect).
Based on this I'd recommend tracking them the same way you track any other issue.
In your defect tracking system (you do have one right?) set up a category / classification / whatever "Question" and log them and assign them to either the client (ideally they should be given direct access) or to the Project Manager (who now has a way of tracking them and recording the answers).
As with all issues you should make sure you put in plenty of information and context to ensure you get a good answer (obligatory Jeff / Joel reference: in this case to Jeff's belief that you only get out of a question what you put into it). This will also obviously help if you're not the person actually asking it, though as many people have said do everything you can to get closer to the client.
The key point to remember is that people are lazy.
If you formulate questions through e-mail clearly and in format your contact likes, most likely he'll forward them to the next chain of command unchanged and so on.
Some quick tips on how to structure such an e-mail:
Numerate all your questions. Essential, otherwise all too often only the latest question will been answered
Be very specific in what the actual question you need input on is
If there is a fixed set of alternatives or if you have a clear recommendation, make sure this is clearly stated
Avoid mixing FYI messages with the questions. Instead, send separate e-mails
Carefully read your e-mail before you send and look for content that may be misunderstood
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一种策略可能是消除中间商。直接去找客户并询问他/她想要什么。
稍微不那么大胆的一点是，要求您、您的 PM、承包商和客户同时会面，而不是依靠电子邮件链或技术（这无疑无法满足每个人的需求）来传递信息。根据我的经验，只要你有一位经理愿意让你跟着你，这个策略就特别有效。
One strategy might be to cut out the middleman. Go directly to the client and ask what s/he wants.
On a slightly less bold note, request that you, your PM, the contractor, and the client all meet at the same time rather than on relying on an email chain or technology (which will undoubtedly not serve everyone's needs) to relay information. This strategy works particularly well in my experience, as long as you have a manager willing to let you tag along.
我能建议的最好的技术是电话。你必须开辟直接的沟通渠道。但我想你知道这一点并且发现这很困难，沿线有人没有提供帮助。所以现在你必须对付那个人，找出为什么不这样做，他们的保留意见是什么以及你如何减轻他们的恐惧。
至于软件，我建议您不要寻找此类问题的软件解决方案。假设您实施一个新的故障单系统来捕获客户的问题和评论并将您的问题和评论反馈给客户。下次您向管理层解决该问题时，将会发生以下两种情况之一：
-- 响应将是“但是您告诉我们安装系统 TT 可以解决此问题！”
或者
- 系统 TT 一定有问题，我们将把精力转移到修复软件上。
哦，一定要把事情写下来，所以电子邮件可能比电话更好。
问候
马克
Best technology I can suggest is the telephone. You've got to open up direct lines of communication. But I guess you know that and are finding it difficult, someone along the line is not helping. So now you have to tackle that person, find out why not, what their reservations are and how you might allay their fears.
As for software, I recommend that you DO NOT look for a software solution to this sort of problem. Suppose you implement a new trouble-ticketing system for capturing client questions and comments and to feed back your questions and comments to your client. Next time you tackle your management about the issue one of 2 things will happen:
-- The response will be 'But you told us installing system TT would fix this !'
OR
-- There must be something wrong with system TT, we'll divert our energy to fixing the software.
Oh, and do write things down, so email might be even better than the telephone.
Regards
Mark
抱歉，但这听起来不像是技术问题。优秀的项目经理确保沟通，并应允许您在必要时直接与客户合作。这是一个沟通/管理问题。
I'm sorry, but this doesn't sound like a technological issue. Good project managers ensure communication and should allow you to work directly with the client where necessary. This is a communicaiton/management problem.
PRINCE2（项目管理方法）会将您的问题定义为项目问题（本质上问题是任何需要注意的事情，因此问题与软件缺陷没有什么不同）。
基于此，我建议像跟踪任何其他问题一样跟踪它们。
在您的缺陷跟踪系统中（您确实有权利？）设置一个类别/分类/任何“问题”并记录它们并将它们分配给客户（理想情况下他们应该被直接访问）或项目经理（谁现在有一种方法可以跟踪它们并记录答案）。
与所有问题一样，您应该确保提供足够的信息和背景，以确保获得良好的答案（必须引用 Jeff / Joel 的内容：在本例中，杰夫相信您只能从问题中得到您所投入的内容） 。如果您不是真正提出问题的人，这显然也会有所帮助，尽管正如许多人所说，尽一切努力拉近与客户的距离。
PRINCE2 (the project management methodology) would define your questions as project issues (essentially an issue is anything which needs attention so a question is no different to a software defect).
Based on this I'd recommend tracking them the same way you track any other issue.
In your defect tracking system (you do have one right?) set up a category / classification / whatever "Question" and log them and assign them to either the client (ideally they should be given direct access) or to the Project Manager (who now has a way of tracking them and recording the answers).
As with all issues you should make sure you put in plenty of information and context to ensure you get a good answer (obligatory Jeff / Joel reference: in this case to Jeff's belief that you only get out of a question what you put into it). This will also obviously help if you're not the person actually asking it, though as many people have said do everything you can to get closer to the client.
要记住的关键一点是人是懒惰的。
如果您通过电子邮件以您的联系人喜欢的格式清楚地提出问题，他很可能会将这些问题原封不动地转发给下一个指挥系统，依此类推。
有关如何构造此类电子邮件的一些快速提示：
祝您好运
The key point to remember is that people are lazy.
If you formulate questions through e-mail clearly and in format your contact likes, most likely he'll forward them to the next chain of command unchanged and so on.
Some quick tips on how to structure such an e-mail:
Good luck