Purpose - The primary aim of this study is to explore the intricacies of knowledge management within theframework of large-scale digital and agile projects. This was undertaken within the context of a specificmanufacturing project referred to as 'Project X'. The project provided an opportunity to delve into the processesof knowledge creation, sharing, and utilization, and to identify the barriers of these processes, creating a morecomprehensive understanding of the subject. Method - An abductive exploratory single case study approach was employed, focusing on Company X as thesingle case company. The study utilized a combination of data collection methods, including document analysisand qualitative interviews. The interviews were conducted in three waves: exploratory, semi-structured, andvalidatory. The data obtained from the interviews and document analysis were analysed using thematic analysisand content analysis. Findings - The study found that knowledge creation is impeded by lack of communication and managingresources. Knowledge sharing was hindered by a changing project landscape and the lack of 'knowledgechampions'. Knowledge utilization was found to be affected by lack of structure, internal resistance to change,and a lack of knowledge repository. Theoretical contribution - This study contributes to the knowledge management literature by providing insightsinto the complexities of managing knowledge within the context of digital and agile projects in the manufacturingindustry. It underscores the pivotal role of communication, resource management, and organizational culture ineffective knowledge management and opens new avenues to explore and understand these areas. Managerial implications - From a practical standpoint, this study underscores the need for organizations toprioritize effective communication and resource management in the pursuit of effective knowledge management.Organizations should work towards creating a favourable environment for knowledge sharing and strive to bridgeknowledge gaps through structured storage and retrieval of information. The findings also provide a prioritycharting of recommendations to onset barriers based on value and effort. Limitations and future research - While this study provides important insights into knowledge management indigital and agile projects, it is not without limitations. It was confined to a single project within onemanufacturing company, which may limit the generalizability of the findings. Future research should consider alarger sample size, spanning different companies and industries. Additionally, further exploration of the role oforganizational culture and the dynamics of change resistance in knowledge management would be beneficial.