Contractors are the key players in the construction industry, but they often face serious knowledge needs to solve their project obstacles. The major issue has been finding who has this knowledge and the ways to access it. Each project tends to start from scratch, often making the same mistakes as project members have made before. In response to this, it is argued that an effective attempt is needed to encourage local contractors to turn ideas into actions and recognize effective knowledge transfer as vital to their competitive advantage. Therefore, the main objective of this thesis is to assess the Post Project Review (PPR) practice as a means of organizational learning for construction firms in Ethiopia and in order to answer this objective, a comprehensive analysis of literatures and a set of data collection techniques were conducted. First, the literature review provided a brief insight into the fundamental concepts of the topic. Afterwards, the researcher used a mixed research approach consisting of both the qualitative and quantitative research methods. The quantitative approach was reached through the application of 35 structured questionnaires distributed for 27 accredited contractors in the country. Additionally, 5 interviews were conducted to understand the missing contents and the companies’ detail perception to the topic. Since the study has somewhat an exploratory part, dual case studies were also used for comparing the findings. The PPR processes of 2 local contractors were mapped with the aim to understand the context, format and templates they are using, and additionally, to know the contextual gaps, a small case literature of a foreign reputed construction company’s practice was discoursed as an illustrative example of the topic. Moreover, the result has showed that most of the participated contractors were not even aware of PPR and it has showed that the practices of Knowledge Transfer Through Post Project Review (KTTPPR) of local contractors need high level of improvement as compared to the foreign one. As a result, 17 major barriers hindering to its implementation were taken out, and the corresponding conducive solutions were also drawn as recommendations.