It involves an organizational knowledge systems perspective that better negotiates rapid change and accelerated learning in data-rich complex project environments. It discusses the modern project environment and reiterates the historical context of knowledge and learning at NASA and covers the strategic imperatives that guide the design and development of a Knowledge Services Model for individuals, teams, and organizations. The operational components of knowledge capture and retention, sharing and application, and discovery and creation are specified as core processes with individual and organizational inputs of capabilities and expectations.

Considerations for the design of KS at NASA are discussed, including governance, federated approach, mapping, biases and heuristics, and practitioner capabilities.

Examples are described based on the presented strategic imperatives and Knowledge Model.