Project leaders increasingly rely on dynamic knowledge to support teams andimplement projects successfully. Leaders mobilise knowledge and learning generated during project implementation in changing environments to support critical success factors and ensure project success. The paper presents a model that makes tacit and explicit knowledge available for project implementation processes through the supporting mechanisms of interaction and feedback, and allows project leaders to focus on areas that are essential and critical for success. The paper establishes that knowledge flows between functional areas during project implementation. Moreover, the findings have longer-term implications regarding leaders’ ability to manage context, provide feedback and facilitate interaction.