A common belief makes us think the absence of a PMO in an organization is a sign of a low maturity... What if it would be the sign of a high maturity and the illustration of an effective and efficient governance model and capability? These are the questions I propose to explore and ask the controversial one: what if we aim at getting rid of our PMOs?
Oliver Lazar Speaker
A citizen of the world living between Europe and USA, Olivier Lazar is an organizational architecture consultant, coach, and trainer, as well as a graduate with a master’s degree and an executive MBA in strategy, project, and program management from the Lille Graduate School of Management and from the PMI Leadership Institute Master Class 2013. Committed to the advancement of the profession, he’s managing partner and COO at the Valense Palatine Group, acting Project Management Director at Altran AG in Switzerland, a former president at the PMI Switzerland Chapter, and has hold various global volunteering leadership roles at PMI and is a contributor to several PMI Global Standards.
With more than 20 years of Organizational Governance, Change, Project and Program Leadership experience, both on the operational and consulting perspective, Olivier has worked in a large scope of industries, from corporate finance to aerospace, and from E-business to pharmaceutical and energy where he has created organizationally agile environments fostering engagement, motivation and performance. He has been published in professional press and has presented in number of PM conferences around the world, including PMI global congresses in EMEA and North America as well as a seminar leader for PMI SeminarsWorld since 2013. Also, Olivier is the author of the book “The Four Pillars Of Portfolio Management”, published in 2018 by Taylor & Francis – CRCPress.
He’s also one of the very few to hold all of the PMI credentials.
Olivier’s leitmotiv lies in his conviction that sharing Knowledge is a major factor for global performance and common development, organizational and personal.