Research in construction innovation highlights construction industry as having many barriers and resistance to innovations and suggests that it needs champions. A hierarchical structural model is presented, to assess the impact of the role of the project manager (PM) on the levels of innovation and project performance. The model adopts the structural equation modelling technique and uses the survey data collected from PMs and project team members working for general contractors in Singapore. The model fits well to the observed data, accounting for 24%, 37% and 49% of the variance in championing behaviour, the level of innovation and project performance, respectively. The results of this study show the importance of the championing role of PMs in construction innovation. However, in order to increase their effectiveness, such a role should be complemented by their competency and professionalism, tactical use of influence tactics, and decision authority. Moreover, senior management should provide adequate resources and a sustained support to innovation and create a conducive environment or organizational culture that nurtures and facilitates the PM's role in the construction project as a champion of innovation.Champions, innovation, organizational climate, project manager,

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Cost overrun risk assessment in the preliminary stages of a power plant project is laden with subjectivity, uncertainty, impreciseness, and the vagueness of expert judgment. Current fuzzy approaches to risk assessment in such projects specifically require improvements in the reliability and aggregation process of experts' judgments as well as the incorporation of project-phase-based risk assessment to comprehend the sources of the risks and their corresponding effects on cost overruns. In response, this study proposes a modified fuzzy group decision-making approach (FGDMA) and assesses cost overrun risks considering different project phases ("design and procurement" and "construction and commissioning") of the power plant projects of varying types, sizes/capacities, and contracts. The proposed methodology is applied to 10 different project scenarios to better understand the context of project risks and their profile, and identify the critical cost overrun risks involved. This study will aid the comprehensive assessment of risks and increase the accuracy of project budgeting and contingency allocation decisions.