The capability to know what knowledge there is and where it resides within an organization is becoming increasingly important in the new knowledge-based economy. This paper takes on a practise-based view of knowledge in order to decide on a course of action for how to successfully implement knowledge management within a knowledge-based company. By considering all knowledge as more or less contextual and socially constructed, knowledge is divided into three dimensions depending on the degree to which it is tacit, namely: information, knowledge and skills. The paper then discusses inhibitors and enablers for transferring knowledge via these three dimensions respectively.  The empirical findings are based upon a case study of Faveo. It is shown that Faveo, like most organizations, has til now focused on the collection of codified knowledge, i.e. documentation of information. Faveo has the technology established to potentiallymanage information transfer to an adequate degree. Still, the company fails to do so due to its incapability to enable use of its groupware. To surmount this problem, Faveo needs to address the attitudes of its employees towards its groupware and train them in how to use it. To improve Faveo’s knowledge management and thus pursue world class project management, the company also needs to step up its game within the two areas of knowledge and skills transfer. There are some but not sufficient plans for handling knowledge transfer at Faveo and, again, Faveo fails to enable these processes to turn from plans into action. There is an overall need for more formal as well as informal interaction between individual and groups of employees at Faveo. In addition, Faveo needs to acknowledge skills transfer as a vital part of knowledge management. This report finally suggests that Faveo needs to motivate knowledge management, create goals for knowledge management, train its employees in how to carry out knowledge management and evaluate its knowledge management.