34 Enterprise Project Governance by business strategists whose calling is to divine the future and develop a win- ning business strategy. The second, related to translating intentions into results, is populated by project managers obsessed with getting things done. Each looks at the world through very different lenses. But in spite of these differences, both worlds must conspire to move companies toward their goals. The functions dif- fer, yet they are highly complementary. Since gaps exist between the responsibilities and the mind-sets of the key players in these differing worlds, challenges in communications are common- place. Just as all of an astronaut's in-flight behaviors (e.g., navigating, daily rou- tines, conducting experiments) are carried out in the context of the mission's environment, an organization's behaviors (e.g., research, innovation, market- ing, investments, operations) are carried out in the context of its strategy. An effective strategy is not separate from an organization's endeavors. To the con- trary, it surrounds, permeates, and guides them. Therefore, major alignment is called for, aimed at dealing with the fuzzy area between strategic planning and