The article explores how organizations and managers can balance exploiting current resources and exploring new opportunities, known as ambidexterity. It focuses on how this balance is achieved at the project level, specifically in IT-services projects. The researchers found that different forms of intellectual capital (human, social, and organizational/project capital) play a crucial role in achieving ambidexterity. They also identified key managerial practices that enable project-level ambidexterity, such as adapting to project complexity and critical events. The study provides valuable insights into how managers can effectively navigate the dual challenges of exploitation and exploration in their projects.