This study aims to examine and analyse the desired and undesired behaviours of the Project manager and the internal receiver, viewed from the opposite role’s perspective. Furthermore it also aims to present and evaluate a framework of the conditions for the Project manager’s and the internal receiver’s behaviours. This study’s primary target group are people that work as project managers or internal receivers. The secondary target group is all people working in some kind of project. This study has a qualitative approach and is based upon four interview sessions where four people where interviewed; two project managers and two internal receivers. The result shows that both roles appreciate when the opposite role displays a behaviour that is highly communicative. This is particularly important during the early phases of a project. An undesired behaviour, among other undesired behaviours, we discovered was when one role made an important project decision, without informing the opposite role first. The evaluation of the previous mentioned framework showed that the internal receiver’s organisational level played a significant part in determining both role’s behaviours than we originally thought. Both roles mention communication and particularly the face-to-face form of communication, as an important condition for a good relationship.