Bring the focus of all conflicts around to tangible deliverables. Presumably you have a primary focus to your role on the team and you may have to continually (gently) remind him. If he asks you to perform a task say "sure, I can do that, but it will distract me from my primary role (writing a spec or coding feature or whatever) and it will cost time". Then get him to prioritize the two tasks. If you disagree with his decision, get your protests on the record and make sure you are clear about what you can deliver and when.

I try not to be shy or secretive about escalating to superiors. If you don't think the project is working because of particular decisions, tell the PM that you are bringing it up with your boss. This isn't you "ratting him out" - it should be an expected process. You've got a difference of opinion, that's all. You could say "I'll do your requested tasks, but in the end I'll have to answer to my boss, so I'm going to bring it up with him to get his direction".

Did you confront him?

You should first talk to him in an objective and constructive way explaining your view on his work and how it affects the overal project performance and your work. You should also be ready to listen and hear his side.

If that doesn't help at all you should go up the hierarchy. But only after confronting him.

I agree with PJM's comments (I voted for his answer :) ). Look for measurable information.

The one thing I wanted to add, was the classic PM Law.

"Who?" "Does what?" "By When"

Three columns in a spreadsheet and you can track all the major deliverables. If the PM doesn't have a clear list of deliverables with owners and dates, ask for it.

Best, Joel BC

It sounds like the person you are describing isn't a PM but just acting as one. The best thing you can do is try to explain to him why what he is asking for is move involved and why. If he stonewalls you and just says get it done talk to your Tech Director about dealing with the issue.

Sometimes you just have to put up with it. I've always found that it helps to keep in mind that it is not a long term situation. It will change and, if you have an opportunity, you can change it or move somewhere else.

On the less serious side...

I've seen many a frustrated team member rely on the age old words of Homer Simpson: "Beer."

Now a days in most sizable organisations, PM's think as if team members are there only to listen. Instead of making an efficient PM's, these organisations are creating dictators at middle management. Currently there is lot of disconnect between top management of the company and the organisation's base.

The only option is try to convince him by putting your concers before him, if it doesn't work, look out for a job as there is always room for hardworking professionals in this sector, how ever bad the market is out there.