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This article aims to provide an insight into the work carried out by a consortium of organizations that have an interest in space activities and to provide a focus on the knowledge architecture that is needed to ensure a viable short‐ and long‐term plan for implementing a successful knowledge management program.

The data for the study were collected by analyzing documents, interviews, group discussions, reviewing technical specifications, and by participating in online group discussions via a dedicated knowledge management portal created for the group

Generating and maintaining organizational knowledge and identifying lessons learned from space project management activities is a crucial activity for planning future projects. One of the most important elements in transferring knowledge is creating a knowledge management system that supports the organizational processes and is based on a sound technical foundation.

This article has resulted from the sharing of knowledge, procedures, and details of technical systems between space organizations from around the world. This approach should be considered by other sectors.

The article describes an architectural approach to creating a knowledge management system.

The purpose of this paper is to describe the initiative set up at the European Space Operations Centre (ESOC) to investigate how knowledge management principles could offer solutions, while adapting to a world where technology and innovative processes are rapidly changing.

The paper investigates the challenges of implementing a corporate knowledge management system in ESOC, where currently the knowledge is managed in several different ways. The driver of the knowledge management initiative has been the need for developing a system able to locate intellectual capital and technical expertise.

The paper has identified the following main items to be considered in support of the ESOC knowledge management initiative: need for a consistent set of documentation, maintained under configuration control and regularly updated to reflect actual status; formation of cross‐support functional teams; usage of a Centralized ESTRACK Status and Diagnostic System (CESADS) as a supervisory/diagnostic tool for the ground operations; and need for knowledge management evolution.

Although just at the starting‐point, the needs and the benefits of the above points have been acknowledged at ESOC to guarantee reliable and efficient execution of the responsibilities of the Centre. The points raised are expected to be of interest to space industry planners, executives and researchers.