You have to accept that the customer comes first. The customer is always right. You ca not take care of the customer if you first are not taking care of your project team. It is a challenge. While there are some things you can do for the whole team, it comes down to taking care of each team member as the individual that he or she is. And to make it more difficult, then you must bring their various interests into coherence.
simple solution is Keep away your team from non-value adding tasks
Customers need working product not documentation. Project managers need to relieve the project team from as much compliance work as possible, even if that means taking on the tasks themselves. So that the development team can concentrate on the real work.
Agile frameworks do need minimal documentation and a mechanism to convey knowledge about project success and failure to others in the organization. The answer isn't eliminating either documentation or process, but approaching both from a simplified, lean, barely sufficient, just-enough perspective.
To get the customer feedback early. Iterations allow you to manage risk sooner—you do not have to build the whole product to find out if you can meet a particular specification.
Another benefit of continuous feature delivery is that for some products, software being a good example, incremental releases can provide early benefits. Rather than wait 12 or 18 months for new software features, incremental delivery can provide quarterly or even more frequent ones. Incremental releases can favorably alter ROI calculations because they allow product managers to address opportunities that would be lost in 18 months. However, even though some products can be developed iteratively using simulations or prototypes, they are very difficult to release incrementally. As the battle over Web browsers showed in the late 1990s, customers often can't assimilate new product releases every three to four months.
I am telling you few ideas in my mind that as a project manager how you can add value to project & real customer.
Feel the real need of customers. Don’t act as a sales person. Work as consultant. Which can add much more value to them and hence people will trust you and that trust will help you to grow your business.
Prepare a presentation of their relevance in simple way and with few words. Provide the satisfied references.
Another concern: As a project manager How to justify the time & human resource cost to other persons with different skills like Sales Manager? So Idea is divide all tasks in micro tasks and try to explain all these in detail. Try that he becomes a part of the team and able to realize the facts.
Dropping price doesn’t make any sense. Because if you do it, you have to do it again & again to sell your product. Instead of that increase your product quality.
To judge a technical ability of programmer ask about his past technical work, ask some general tech questions and If you can, try to give him/her a little challenge where he/she can prove some of the skills he/she have enumerated on his/her CV and that he/she will need for the job. In a further interview you may ask him/her how he/she solved some problems. If it is the case, ask him/her how he/she did certain aspects of items listed in his/her portfolio.