In project-based organizations, many practical cases show there is a considerable knowledge gap between project-level and organization level. To bridge such gap, organizations can exploit knowledge intensive human resources, new organizational structures and new information and communication technologies. But all these three dimensions could have trivial effect when there is no central attention toward the content of knowledge that is to be managed. In this paper, we postulated a three layer framework for this problem that its main contribution is that the content of knowledge is at the center of attention, while all other three dimensions of any knowledge management system (HR, Organization and Technology) are designed accordingly. We would try to enrich this framework through a case study in the construction sector, by highlighting practical considerations.