Critical Knowledge (CK) is critical knowledge to ensure the continuous successful innovation activity of an organization. In this paper, using the example of a software development project for a spacecraft (SC) in the organization of the rocket and space industry, we consider the factors that impede the creation of CK and the options for overcoming them. It is shown that the creation and management of the CK in the spacecraft software development project has a significant positive impact on the continuity and innovative nature of project activities and for the organization as a whole. Creation of CK during the development of spacecraft software is most effective at the preliminary stage in the formation of the structure, interfaces and technologies for creating programs, as well as upon completion of the project at the stage of "debriefing". To create and save new CK in the knowledge management system (KMS) in the process of work on the project, expert communities are involved using process analogues Information Technology Infrastructure Library (ITIL): Incident management and Problem management. The quality of the information security (IS) management system (MS) has a great influence on the effective operation of the KMS. Recommendations for the organization of knowledge and automated functions of the ISMS are presented. The example of a spacecraft software development project shows the advantages of a center-up-down management model for creating CK in terms of improving the continuity and innovativeness of activities in the spacecraft software project and the organization as a whole.

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