During the last decades, the Norwegian shipbuilding industry has successfully delivered complex and customized offshore vessels for the global market. This industry has historically been characterized by highly skilled workmanship that makes flexible adaptations and improvements in the production process possible, which has been a competitive advantage of the industry. Nevertheless, more complex projects, competitive pressure and globally distributed value chains, call for more formalized planning and cross learning between shipbuilding projects. Consequently, shipyards in the industry have started to focus more on structured planning tools such as Lean Project Planning (LPP). In this paper, we consider the implementation of LPP from a knowledge transfer perspective, with emphasize on the role of the context in the implementation process.