Prof Peter Morris

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The Bartlett School of Construction & Project Management is an international centre of excellence in the teaching and research of project management and economics. We supply project-based organisations with exceptional graduates, and lead research in the field. We are part of The Bartlett: UCL's global faculty of the built environment.



Peter has an abiding interest in what constitutes the discipline of managing projects.

He is the author of over 130 papers and of the books Reconstructing Project Management (Wiley Blackwell, 2013),The Management of Projects (Thomas Telford, 1994); with George Hough, The Anatomy of Major Projects (John Wiley & Sons, 1987); and, with Ashley Jamieson,Translating Corporate Strategy into Project Strategy (PMI, 2004). He is co-editor with Jeffrey Pinto of The Wiley Guide to Managing Projects (Wiley, 2005); and, with Jeffrey Pinto and Jonas Söderlund, of The Oxford Handbook of Project Management (OUP, 2010).

His latest book Reconstructing Project Management, traces the development of project management as a discipline; provides a detailed exposition of its principal elements; and examines how the discipline should be deployed to address the challenges and opportunities facing society.

Peter’s work covers the energy sectors (oil & gas), ICT, general manufacturing, drug development, and construction. Through his research, Peter has shown that managing the front-end of projects is key to their success; that managing them in relation to their context (environment) is also important, as is managing the technical and commercial issues; and that above all, projects begin and end with people.

Research Summary

Peter W.G. Morris’ career has comprised of a combination of executive appointments, consulting, and academic work. He is presently Professor of Construction and Project Management at University College London (UCL) and is widely respected as one of the leading thinkers in project management.

From 2002 to 2012 Dr. Morris was the Head of UCL’s Bartlett School of Construction and Project Management. During this period the School tripled in size and was rated top in its Unit of Assessment for its research. From 1996 to 2009 Peter was also Executive Director of INDECO, a consultancy specializing in the management of projects. Prior to these appointments he was Professor of Project Management at the University of Manchester Institute of Science and Technology and was a main board member of Bovis Ltd., a global construction company. He has worked all over the world in advisory and management roles for numerous projects.

Peter was Chairman of the Association for Project Management (APM) from 1993 to 1996 and Deputy Chairman of the International Project Management Association (IPMA) from 1995 to 1997. He received the Project Management Institute’s 2005 Research Achievement Award, IPMA’s 2009 Research Award and APM’s 2008 Sir Monty Finniston Lifetime Achievement Award.

Research outputs

Critical Realism and the Management of Projects: epistemology for understanding value creation in the face of uncertainty 2007 Smyth HJ,Morris PWG,Kelsey JM
An epistemological evaluation of research into projects and their management: methodological issues 2007 Smyth HJ,Morris PWG
Making the Management of Projects Critical 2006 Morris P
The Competitiveness of International Construction Majors: managing the evolution 2006 Zoiopolous I,Morris P,Smyth H
How do we learn to manage projects better? 2006 MORRIS P
Directions for Future Research in Project Management: The Main Findings of an EPSRC Research Network 2006 Winter M,Smith C,Morris P,Cicmil S
Research updating the APM Body of Knowledge 4th edition 2006 Morris P,Jamieson HA,Shepherd MM
Understanding Project Management: philosophical and methodological issues 2006 Smyth H,Morris P,Cooke-Davies T
Exploring the role of formal bodies of knowledge in defining a profession - The case of project management 2006 Morris PWG,Crawford L,Hodgson D,Shepherd MM,Thomas J
Making the management of projects critical 2005 MORRIS P
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Research activities

DETR Research priorities
Management Practices at the Front-End of Projects
Modelling EPSRC and DETR construction research
Moving from Corporate Strategy to Project Strategy
Organisational Learning and Business Performance In Project-Based Organisations
Partnering Best Practice
Project Management Body of Knowledge
Project Strategy
Research issues in construction
Research issues in construction
Rethinking Project Management
Revising the APM Body of Knowledge
The Classics of Project Management
The Role of IT in Capturing and Managing Knowledge for Organisational Learning on Construction Projects