The PM BOK shows the project starting from initial customer contact, and definition of the requirements; however in the places where I have worked, this contact is solely the responsibility of the Sales Force - and a completely separate process is followed, by different people, with little or no handover between 'Sales' and 'Delivery'.

The schedule and budget are normally 'assigned' to the PM as a result of the sales process, and then the PM is left to initiate the scope negotiations with the client.  The PM is then left looking as though he is 'being defensive', putting the PM/Client relationship in danger from day 1. 

Does anyone else see this in action, and how do you overcome it?