In his first article, "Software Requirements in Practice - How to do it well", Ranganadhan Nadadhur detailed practices that help us undestand the problem space from the stakeholders' perspective. In this follow-up article Ranga shares his thoughts on ways for us to answer the question: "Have you done it well?" A requirements process is extremely complicated by its nature. It depends on several factors and however well we think we have done it always remains to be done better. This article is a step towards making it a little better.

This week's RQNG article is the second part of a two part series. In part one, "Tangoing Your Way Through the Executive/PMO Relationship", Michael O'Brochta and Curt Finch focused on the co-dependent relationship between executives and PMOs. In this second article Michael and Curt describe specific key performance indicators that a newly-established Project Management Office can use to measure itself to ensure alignment with the needs of the organization. To read Part One: "Tangoing Your Way Through the Executive/PMO Relationship," please visit: http://www.requirementsnetwork.com/node/3088.

“It takes two to tango.” This idiomatic expression, which originated in a 1952 song by Pearl Bailey and was later popularized in 1982 when President Ronald Reagan quipped about Russian-American relations, is an accurate description of the relationship between a project management office (PMO) and an executive. At the end of the day, success for either of them is dependent on the other. Executives depend on the work accomplished by project management offices for their own success, just as project management offices depend on executives for their success.