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PMI UK Chapter
PMI UK Mentoring Scheme
Mentoring Handbook
Version 1.1 September 2016
Shirley Thompson
Assistant Director Mentoring
PMI UK Chapter
PMI UK Chapter
Table of Contents 1. Introduction ...................................................................................................................................... 4
1.1 Background and Purpose ........................................................................................................ 4
2. Mentoring Program Overview .......................................................................................................... 4
2.1 What is Mentoring? ................................................................................................................. 5
2.2 Timeframe ............................................................................................................................... 5
2.3 Level of formality ..................................................................................................................... 6
2.4 Relative levels of experience .................................................................................................. 6
2.5 Goals of the Program .............................................................................................................. 6
2.6 Benefits of Mentoring .............................................................................................................. 6
2.7 Mentoring Scope ..................................................................................................................... 7
2.8 Mentoring Scheme Approach .................................................................................................. 7
2.9 The Mentoring Team ............................................................................................................... 8
3. Keys to Successful Mentoring ......................................................................................................... 8
3.1 Overview ................................................................................................................................. 8
3.2 Mentee Goals .......................................................................................................................... 8
3.3 Mentor Role ............................................................................................................................. 9
3.4 PMI Personal Development Units, PDUs ................................................................................ 9
3.5 Attracting and Pairing Mentees and Mentors ........................................................................ 10
3.6 Mentoring Sessions ............................................................................................................... 10
4. Process .......................................................................................................................................... 11
5. Roles and Responsibilities of Mentor and Mentee ........................................................................ 12
5.1 Mentor and mentee roles ...................................................................................................... 12
5.2 Responsibilities of a mentee ................................................................................................. 13
5.3 Mentor and mentee responsibility to the mentoring scheme ................................................ 14
5.4 PMI UK’s responsibility to the mentoring scheme ................................................................. 14
Appendix A: Mentor Application Form .................................................................................................. 16
Appendix B: Mentee Application Form .................................................................................................. 20
Appendix C: Mentoring Pairing process ................................................................................................ 24
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Appendix D: Mentoring Agreement ....................................................................................................... 25
Appendix E: Mentoring Meeting Record ............................................................................................... 27
Appendix F: Mentoring Exit Form ......................................................................................................... 28
Appendix G: Additional resources for Mentoring .................................................................................. 29
Appendix H: Mentoring Code ................................................................................................................ 30
PMI UK Chapter
Change history September 2016: Version 1.1 – Changes marked like this.
May 2015: Version 1.0 – Changes made after training webinar this month.
Feb 2015: Version 0.90 - Initial document approved for website for pilot
1. Introduction
1.1 Background and Purpose
Founded in 1969, PMI is one of the world’s largest not-for-profit membership associations for the
project management profession, with more than 500,000 members and credential holders in more
than 185 countries. The PMP® credential was established in 1984 and is now held by more than
625,000 practitioners around the world; it is still the gold standard in project management certification,
though there are more credentials now, including the CAPM® which demonstrates your understanding
of the fundamental knowledge, terminology and processes of effective project management.
The PMI UK Mentoring Scheme was originally introduced in 2012. During 2014 the programme
remained dormant creating no new pairings, while a possible online pairing system was reviewed. The
mentoring programme was relaunched during 2015, PMI UK’s 20th birthday year.
This document describes the PMI UK Chapter Mentoring Scheme; an opportunity available to PMI UK
members to develop as professional project managers.
This updated scheme has leveraged work previously performed by PMI UK Chapter and the PMI
Sydney Chapter, both of which influenced by other PMI chapter mentoring schemes.
2. Mentoring Program Overview
There is no guide in PMI’s Body of Knowledge (PMBOK) about mentoring. There are different
understandings of what mentoring involves and this programme uses information from a 2012 UK
government funded “Get Mentoring” programme (http://www.mentorset.org.uk ), for its definition and
expectations, as well as Ginger Levin’s 2011’s paper on ‘Mentoring: A Key Competency for Program
and Project Professionals.
"Mentoring is to support and encourage people to manage their own learning in order that they may
maximise their potential, develop their skills, improve their performance and become the person they
want to be." Eric Parsloe, the Oxford School of Coaching & Mentoring
“The People Capability Maturity Model defines it as ‘The process of using experienced members of the
organization to provide personal support and guidance to less experienced members of the staff’ (Curtis,
Hefley & Miller 1995 p17)” Levin (2011)
Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to
progress in their careers and is becoming increasing popular as its potential is realised. It is a partnership
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between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a
helpful relationship based upon mutual trust and respect.
A mentor is a guide who can help the mentee to find the right direction and who can help them to develop
solutions to career issues. Mentors rely upon having had similar experiences to gain an empathy with the mentee
and an understanding of their issues. Mentoring provides the mentee with an opportunity to think about career
options and progress.
A mentor should help the mentee to believe in herself and boost her confidence. A mentor should ask questions
and challenge, while providing guidance and encouragement. Mentoring allows the mentee to explore new ideas
in confidence. It is a chance to look more closely at yourself, your issues, opportunities and what you want in life.
Mentoring is about becoming more self-aware, taking responsibility for your life and directing your life in the
direction you decide, rather than leaving it to chance.
This mentoring scheme expects the mentor to be more experienced than the mentee in order to pass
on specific advice and examples from their own experience. It is designed to provide Chapter
members with access to a mentor, an experienced professional who can help them improve their
professional skills in the project, program and portfolio management disciplines, according to their
needs stated on application.
There is currently no charge to the mentee and the mentor is a volunteer without remuneration other
than the ability to claim PDUs.
2.1 What is Mentoring?
Following are some examples of what mentoring is…..
An ongoing relationship that can last for a period of time, for the purpose of learning and
development
Guiding someone towards his or her goals, as well as inspiring and supporting
Mutual sharing of experiences and opinions to create agreed-upon outcomes
Flexible and at times even informal, in that meetings between the mentor and mentee can
occur as required, such as when the mentee needs advice, guidance or support centered
around developing the mentee professionally, for the purpose of growing their career.
Following are some examples of what mentoring is not….
An opportunity to correct someone’s behaviours or actions
Directing someone to do something to meet goals
Being the expert with all the answers
About trying to address personal issues
People have different ideas of what constitutes a mentoring relationship and three characteristics follow that usually mark the differences, and what this scheme suggests.
2.2 Timeframe
Mentoring can be either a short term relationship of a few weeks or a long term relationship of a few
years – it depends on the goal of the individual. PMI UK Chapter recommends setting an expectation
PMI UK Chapter
of the mentoring relationship lasting a period of 6 months; another 6 months can always be
contracted.
2.3 Level of formality
The mentor and mentee shape the nature of the relationship together. Some mentoring partnerships
are more informal, taking place as and when the mentee needs advice, guidance and support. Other
relationships are more structured where there are set times for meeting for a predetermined period of
time. PMI UK Chapter recommends that there is a formal agreement about how the relationship will
be structured, at the start of relationship and both parties regularly review how well the relationship is
working.
2.4 Relative levels of experience
The matching of mentors and mentees will aim to ensure the mentor has more experience than the
mentee in the particular area of the desired focus. However, there may be aspects where the mentee
has more experience.
2.5 Goals of the Program
The goals of the PMI UK Mentoring Program are to:
Contribute to the individual growth of our Chapter members (both mentors and mentees).
Allow Chapter members to develop their professional skills in project, program, and portfolio
management.
Provide Chapter members with the opportunity to build their networks and improve their
networking and communication skills.
Enhance the reputation of the PMI UK Chapter by providing a valuable service to its
members.
The key performance indicators will be
The total number of mentors and mentees
The number of successful pairings that reach 6 months ongoing relationship or the mentee’s
goal is satisfied
Mentor and mentee satisfaction ratings as provided by the surveys at the end of each 6
month relationship
The mentoring team and PMI UK Board’s assessment of how well the pilot and ongoing
scheme can be sustained with national support throughout the UK
2.6 Benefits of Mentoring
There are benefits for all involved.
Following are some of the mentee benefits:
Having someone independent to talk openly too
Gain a wider perspective one’s career and immediate tasks
Time to reflect and being supported in that reflection for opening up new ways of thinking
Access to knowledge and experience
It is also anticipated that mentees will improve in confidence to lead, to cope with difficult
situations, and to resolve problems not just symptoms.
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Following are some of the mentor benefits:
Practice interpersonal skills
Realising one’s own skills
Satisfaction from contributing to the success of others
It is also anticipated that there will be satisfaction from perpetuating the project management
culture and also offer a personal learning opportunity, opening up additional ways of thinking
Following are some of the benefits to PMI UK chapter:
A service offering for members’ development
Member satisfaction
An incentive for joining PMI UK Chapter
It is also anticipated that members’ organisations will benefit from the development of their employees: specifically the general project manager skills of mentees and the leadership skills of mentors.
2.7 Mentoring Scope
The mentoring scheme is focused on the specific needs of PMI UK Chapter members, focusing on:
Improving the skills of the mentee in various project management knowledge areas, through
the sharing of experience and lessons learned by mentors.
Career development; we’d like to encourage mentees to use PMI PathPro as well. (See
http://www.pmi.org/Learning/professional-development/PathPro-for-Practitioners.aspx which
focuses on a range of skills including interpersonal and leadership.)
Support for specific situation handling: for example team conflict, difficult customers or,
stakeholders and any management related issues e.g. managing downwards or upwards
Our Mentoring Program will not cover:
Seeking of job opportunities.
Help in certification for CAPM/PMP, PgMP, PfMP etc.
2.8 Mentoring Scheme Approach
Our intent is to have six monthly mentoring assignments.
Since May 2015 mentor/mentee pairing has been done in batches in May and November. In addition,
and where possible, informal pairing has been achieved outside this time so that mentees in need do
not need to wait six months..
It is assumed that not all mentor/mentee pairs will be able to meet face-to-face. This is in line with the
idea of offering a self-service mentoring system where location is harder to cater for.
PMI UK Chapter
Prior to each intake cycle we will publicise the mentoring scheme and collect formal applications from
mentors and mentees. The applications will be assessed by the Mentoring Team. Mentors and
mentees will be matched according to geography, industry and matching interests on the application
form. Refer to Appendix C for further details on pairing.
The webinar training will cover how the mentoring programme will operate, and provide mentors and
mentees with guidance on best practices for mentoring. Each mentor/mentee pair will be introduced
on a web or phone call.
2.9 The Mentoring Team
Professional Development Director: main stakeholder and programme manager
The rest of the team ensure that the marketing of mentoring, processing of applications, pairing and
support of participants continues.
In addition there are two potential Mentor Supervisors to act as an independent sounding board for
mentors to consult with if needed. (So far, this facility has not been used.)
Although location is currently considered in pairing. However, it is recommended that participants
consider the mentoring may need to be facilitated virtually along with training and any other contact. If
meeting face-to-face, it is recommended that initial meetings between mentor and mentee are
facilitated in a safe public location, convenient to both.
3. Keys to Successful Mentoring
3.1 Overview
For our Mentoring Program to be successful we need to ensure that we:
Attract suitable mentors and mentees
Pair mentees with the most suitable mentors
Ensure mentors and mentees are clear on their roles and responsibilities
Provide mentors and mentees with the basic guidance on how to conduct the mentoring
relationship
Constantly monitor the effectiveness of the mentoring intakes and refine the mentoring
scheme as needed.
3.2 Mentee Goals
The mentee’s role is to ensure that the scheme is used as an opportunity for personal development,
based on agreed objectives.
Key accountabilities:
To participate in training offered and any online community groups to network with other
mentees
To attend meetings / conferences as agreed with the mentor
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To develop and agree personal objectives
To take agreed actions
To communicate with the mentor, mentor supervisor or mentoring team, if at any time they
feel that the relationship is running into trouble
Mentees should be employed, with at least 2 years demonstrable experience in project management.
They should have clear goals or an area in which they want to grow and develop relevant to their
current work role and or career stage. They should be as specific as possible. This will help us find
the most suitable mentor for this mentee, and will help frame the mentor’s approach.
3.3 Mentor Role
The mentor’s role is to provide support and guidance to mentees, providing the mentee with
development opportunities based on agreed objectives.
Key accountabilities:
To participate in training offered and any online community groups to network with other
mentors
to provide support and guidance to Mentees
to ensure the quality of the mentoring and participate in review meetings with the mentoring
team
to end the mentoring relation and communicate it to the mentoring team contact
To communicate with the mentee, mentor supervisor or mentoring team, if at any time they
feel that the relationship is running into trouble
Mentors should be a senior programme or project manager, with at least 7 years’ experience in project or programme management, and have previous demonstrable experience in mentoring or coaching. Please note that this is an unpaid, volunteering role.
3.4 PMI Personal Development Units, PDUs
Mentors can apply for PDUs in line with your credential. Please check the latest PDU Category All details are available in the ‘Continuing Certification Requirements’ system (CCRS) on the pmi.org website. The following is extracted from current documentation (Sept2016):
For Mentors – under ‘Give Back to the Profession’: Sometimes learning comes through interaction with others. You can earn PDUs by engaging in structured professional discussions with others, for example while you’re being mentored or participating in a “lunch and learn” session with your organization. PDU Rules: 1 hour of learning equals 1 PDU Documentation required for audit: Evidence supporting our reported learning, including notes from and dates of activities conducted.
PMI UK Chapter
For Mentees – under ‘Education’ and ‘Informal Learning’:
Educational opportunities focused on structured discussions. Sometimes learning comes through interaction with others. You can earn PDUs by engaging in structured professional discussions with others, for example while you’re being mentored or…. PDU Rules: 1 hour of learning equals 1 PDU Documentation required for audit: Evidence supporting your reported learning, including notes from and dates of activities conducted.
3.5 Attracting and Pairing Mentees and Mentors
A successful mentoring program requires many volunteers who have the passion to help others to
succeed. Mentoring tends to be more successful when:
The mentor and mentee profiles are well captured and the pairing is performed by an
experienced set of leaders. (Please note that the PMI UK goal of a national mentoring
scheme may put more emphasis on matching from the content in the application forms, so we
ask that applicants take the time to consider and write what is important to them.)
Mentors are successful professionals with the right attitude to support knowledge transfer to
the mentees.
Mentees have thought about their goals and are able to clearly articulate them.
There are a variety of goals that a mentee could have. The most suitable mentor required to achieve
that goal is not necessarily someone more senior. For example, if the mentee wanted to learn more
about risk management, a mentor who is a risk expert may be more suitable and available (and be
prepared to invest more time) than, say, a Programme Manager.
3.6 Mentoring Sessions
Mentoring sessions tend to be more successful when:
The initial meeting is face to face (ideally). The pair can then decide on the best way to
conduct subsequent mentoring sessions.
Regular structured interaction takes place.
Mentees initiate contact after the initial meeting.
Mentors and mentees have a similar background (or have a specific topic to discuss).
Mentors are willing to stretch themselves to help the mentees.
Regular communication takes place between mentor and mentee.
There is a strong trust relationship, where confidentiality is maintained.
Mentor has no supervisory role with mentee and no other conflict of interest.
Mentor and mentee can request reassignment without blame being assigned.
Mentors and mentees are aware of their roles & responsibilities.
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Mentors and mentees abide by the PMI Code of Ethics and Professional Conduct.
Both parties are able to commit sufficient time to mentoring sessions.
Proper ambience must be ensured for conduct of the meetings.
4. Process
The key steps on the mentoring lifecycle are:
a) Application:
Only current members of the PMI UK Chapter can apply to this mentoring scheme.
Potential mentors and mentees submit formal applications to join the Mentoring Scheme. The
application forms capture information about the candidate’s background, experience and
mentoring goals/experience.
b) Application Review Phase – the Mentoring Team will review the applications from mentee
and mentors and will do a first cut pairing exercise.
c) Training – all participants to attend 1-2 hours of training given by the Mentoring team, which
is intended to set the expectations for how PMI UK’s mentoring activities are to be conducted.
d) Introduction and kickoff– each mentor and mentee pair will be introduced, after which
mentor and mentees can have a conversation to ensure they’re happy with the pairing.
Mentors and mentees will establish their formal relationship by completing the mentoring
agreement (See Appendix D), and communicating with the mentoring team they have done
so. This is also the time for mentor and mentee establish objectives and high level plan for the
mentoring period. This meeting is ideally facilitated by the mentoring team or a delegated
regional representative who has undergone the required training.
e) Execution Phase– mentor and mentee will continue to meet and work together on their
mutual learning journey. If required refine the goals of the mentoring relationship as
necessary.
f) Demonstration Phase – midway through the mentoring program they need to review their
progress and satisfaction and record it, by sending their reports to the mentoring team.
g) Feedback Phase – the end of the mentoring relationship. Ideally, the goals of the mentee
and mentor have been achieved. Note that there will be circumstances under which some
mentoring relationships terminate early. In all cases, a final formal evaluation will be
completed, including lessons learned, and sent to the mentoring team.
PMI UK Chapter
5. Roles and Responsibilities of Mentor and Mentee
5.1 Mentor and mentee roles
During a mentoring session both parties should play a specific role:
Mentee Mentor
The mentee should keep notes on meetings and be prepared to review the notes prior to the next meeting. Set goals & actions. Review your action items. This is the starting point for the learning cycle
The mentor’s role is to listen, ask probing questions and give constructive feedback. This is an action learning program for the mentee, so while it is tempting to jump in and tell them what they should do, it is a far better learning experience for the mentee if they can get there themselves.
Mentees should consider all ideas from their mentor and together consider how appropriate they are for their situation
The key to mentoring comes back to good active listening skills. Be fully present, focusing on the mentee and what they are saying
Mentees should take the initiative to propose the agenda and discussion topics.
Seek first to truly understand their situation before leaping in with ideas. Ask insightful, open ended questions that help the mentee explore their situation
Maintain confidentiality. This will help the relationship to be honest and upfront.
Maintain confidentiality. This will help the relationship to be honest and upfront.
5.2 Responsibility of a mentor
Mentor must be willing to commit the time and energy to provide support for their mentee. A clear
understanding of the mentoring process will go in a long way towards achieving success. Need to
maintain honest and open communication to ensure positive outcome. Mentor has to:
Initiate contact with the Mentee
Be a good listener
Maintain confidentiality
Give constructive feedback
Promote mentee creativity and skill development
Meet at scheduled times
Help mentee to develop and set goals
Maintain positive attitude
Encourage independence not dependence
Remember that there are multiple ways to reach goals. Support the mentee to the best of the
ability, but success or failure is the mentee’s responsibility
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Be aware of the goals of the mentoring relationship. If it appears that the focus of the
sessions is drifting away from the agreed goals, raise this with the mentee and adjust the
goals if needed.
An effective mentor should be aware of the potential pitfalls, namely:
Don’t give advice unless asked
Don’t take responsibility for mentee program or duties
Don’t allow the mentee to become dependent on you
Maintain a positive outlook – do not complain about your own problems
Don’t do the mentee’s work for them.
Tips for mentors:
Make your commitments to your mentee a top priority – avoid postponing or cancelling
meetings
Establish rapport early and agree on goals, responsibilities, and expectations, to ensure the
relationship gets off to a good start
Consistently role model successful behaviours, or ‘walk the talk’, as mentees learn just as
much from your actions as from your advice
Seek every opportunity to offer support, praise or encouragement, and unconditionally affirm
your mentee as a person of great value
Actively listen, reflect feelings and clarify alternatives when the mentee has concerns or
difficulties
Resist the temptation to solve the mentee’s problems and instead empower mentees to be
independent and help themselves when they encounter a problem
Nurture creativity while tempering with reality and pragmatics and gently shed light on
unrealistic expectations
Set challenging assignments for your mentee that are tailored to their abilities
Challenge the mentee to develop a plan of success and offer to provide feedback to improve
the plan
Help the mentee create a foundation of resources and support, in addition to your mentoring
relationship
Setting a time frame for the mentoring relationship up front helps to know when to say
goodbye and to transition from the mentoring.
5.2 Responsibilities of a mentee
The mentee is considered an equal partner in the mentoring relationship, and needs to be aware of
their responsibilities:
Assume personal responsibility for your professional growth
Listen and consider alternatives
Maintain confidentiality
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Accept constructive feedback willingly
Be willing to take risks and be open to new ideas
Main positive attitude
Demonstrate initiative
Respect your mentor’s time
Notify your mentor of your concerns, problems and questions
Remember that there is more than one way to reach the goal
Be honest in interactions and be fair in feedback.
Mentees need to be aware of the potential pitfalls, namely:
Don’t rely on the mentor as the sole source of support or information
Don’t expect the mentor to give answers to all your problems - think of mentor as one
suggesting alternatives
Don’t ask mentor to do the work for you.
Mentoring sessions are a valuable resource – resist the temptation to cancel sessions at the
last minute.
5.3 Mentor and mentee responsibility to the mentoring scheme
Mentor and Mentee submissions are made to the PMI Mentoring Committee (Pairing
Manager) for review.
Mentor and mentee to agree the pairing is acceptable after the initial introduction by the
mentoring team and to highlight any issues
Mentor to organize the first meeting and set the goals for the future meeting
Mentor and Mentee schedule meetings and review progress of the mentoring
Mentor and Mentee return the evaluation form to the mentoring team
In the case of a mismatch in expectations mentee/ mentor can call off this mentoring pairing
and request new pairing from the mentoring team.
5.4 PMI UK’s responsibility to the mentoring scheme
The mentoring team of volunteers will be maintained until all mentoring activity has closed.
The mentoring team is the first contact point for any issues arising with the programme.
There will be an independent contact person for any mentee/mentor to consult with, in the
case of issues related to the mentoring process
Relevant training session and focus on facilitation of the mentor/mentee initial meetings.
Conscientious facilitation of the monitoring at 3 months and 6 months
The effectiveness of the Mentoring Scheme will be regularly assessed. At the end of each 6
month cycle there will be a survey to collect quantitative and qualitative information of the
feedback in order to improving the mentoring scheme.
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The performance criteria for the mentoring scheme are:-
1. Number of active pairings which have resulted in satisfactory outcomes
2. Sustainability of the scheme nationally
3. Amount of volunteer effort involved
4. Expenses
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Appendix A: Mentor Application Form
PMI UK Chapter Mentor Application
Overview
The PMI UK Chapter is delighted to present the opportunity to all of its members to participate in our
Mentoring Scheme.
We welcome your interest in becoming a Mentor.
As a mentor, here are some of the possible benefits: Practise interpersonal skills
Realising one’s own skills
Satisfaction from contributing to the success of others
Satisfaction from perpetuating the project management culture; a positive role model
A personal learning opportunity, opening up additional ways of thinking
Earn PDUs
Personal Information
Full Name: _______________________________________________________________
PMI Member ID: _______________________________________________________________
PMI UK Member: Yes / No (Please circle)
Home Town: _______________________________________________________________
Work postcode: _______________________________________________________________
Contact #: (m) ___________________ (w) ________________ (h) __________________
Email Address: _______________________________________________________________
Project and Mentoring Experience
Briefly, please provide a brief career history, specifically your industry, project management and
project team experience and qualifications do you have? Please include certifications, years of
experience and areas of particular expertise. Alternatively, please supply your LinkedIn profile detail
and/or your CV.
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
PMI UK Chapter
Reason for Participation:
What are you looking for as outcomes from this experience as a mentor? (If you have been a
mentor before, please also let us know how you have benefited)
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
How would you describe the role of a mentor?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Matching Criteria
Mentees will use these boxes to show areas they’d like to work on. Please tick those areas you’d
prefer to work in:
Improving skills
Moving into programme management
Moving into portfolio management
Setting up / running a PMO
Career development
o Moving from Project Coordination into project management
Support for specific situation handling: for example team conflict, difficult customers or, stakeholders
Specific PMBOK area; please state
Other, please state below and add any relevant, specific information for the above choices:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
PMI UK Chapter
What traits and skill strengths will you bring as a mentor?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
What traits and qualities would your ideal mentee have?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Preferred Day & Times:
Weekdays Morning
Weekdays Lunch
Weekdays Evening
Weekend Morning
Weekend Afternoon
Preferred Method:
Face-to-face (Public Place)
Phone
Skype / OoVoo / Google Chat / etc.
PMI UK Chapter
Is there any other information that might be relevant to help us match you to the ideal mentee?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Signature of the Applicant: _________________________________
Date: _________________________________
Please complete this application and email to: [email protected]
Upon receiving you application a member of the PMI UK Mentoring team will be in contact with you to discuss your
application and next steps.
On behalf of the PMI UK Chapter Board, I look forward to your active participation in the mentoring scheme and hope
that you and your mentee have a successful and effective collaboration. Remember, you are never too old, too
smart, too seasoned, nor too “wise” to not need a mentor. Almost all CEOs and world leaders have at least one
independent person to confide in. (Need a reference for this!)
Dave Gunner Professional Development Director PMI UK Chapter
PMI UK Chapter
Appendix B: Mentee Application Form
PMI UK Chapter Mentee Application
Overview
The PMI UK Chapter is delighted to present the opportunity to all of its members to participate in our
Mentoring Scheme.
We welcome your interest in becoming a Mentee.
As a mentee, here are some of the possible benefits:
Having someone independent to talk openly too
Gaining a wider perspective on one’s career and immediate tasks
Time to reflect and being supported in that reflection for opening up new ways of thinking
Access to knowledge and experience
An improvement in confidence to lead, to cope with difficult situations, and to resolve problems
not just symptoms.
Personal Information
Full Name: _______________________________________________________________
PMI Member ID: _______________________________________________________________
PMI UK Member: Yes / No (Please circle)
Home Town: _____________________________________________________________
Work Postcode: _____________________________________________________________
Contact #: (m) ___________________ (w) ______________ (h) __________________
Email Address: ____________________________________________________________
Project Experience
Briefly, please provide a brief career history, specifically what industry, project management and project
team experience and qualifications do you have? Please include certifications and years of experience.
Alternatively, please supply your LinkedIn profile detail and/or your CV.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
PMI UK Chapter
Reason for Participation:
What are you looking for as outcomes from this experience as a mentee? (If you have been a mentee before, please also let us know how you have benefited) ________________________________________________________________________________ ________________________________________________________________________________ How would you describe the role of a mentee? ________________________________________________________________________________ ________________________________________________________________________________
Matching Criteria
Please number the box/es below (in order of preference) the areas in which you would like to work
with a mentor on:
Improving skills
Moving into programme management
Moving into portfolio management
Setting up / running a PMO
Career development
o Moving from Project Coordination into project management
Support for specific situation handling: for example team conflict, difficult customers or, stakeholders
Specific PMBOK area; please state:
Other (Please specify)
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
PMI UK Chapter
___________________________________________________________________________________
How would you describe your traits and qualities?
_________________________________________________________________________________
_________________________________________________________________________________
What traits and qualities would you like in a mentor?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Preferred Day & Times:
Weekdays Morning
Weekdays Lunch
Weekdays Evening
Weekend Morning
Weekend Afternoon
Preferred Method:
Face-to-face (Public Place)
Phone
Skype / OoVoo / Google Chat / etc.
Is there any other information that might be relevant to help us match you to the ideal mentor?
_________________________________________________________________________________
__________________________________________________________________________________
Signature of the Applicant: _________________________________
Date: _______________________________
Please complete this application and email to: [email protected]
Upon receiving you application a member of the PMI UK Mentoring team will be in contact with you to discuss your
application and next steps.
On behalf of the PMI UK Chapter Board, I look forward to your active participation in the mentoring scheme and hope
that you and your mentor have a successful and effective collaboration. Remember, you are never too old, too
smart, too seasoned, nor too “wise” to not need a mentor. Almost all CEOs and world leaders have at least one
independent person to confide in. (Need a reference for this!)
Dave Gunner Professional Development Director, PMI UK Chapter
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Appendix C: Mentoring Pairing process
This table lists the key steps in the pairing process for the pilot. It is intended that steps 3 and 4 happen
at the same event.
No Steps/Process Responsibility
1 Mentors/Mentees apply Members
2 Sift applications to look for at least 8 mentees, then look for matching mentors. Meetings to review and sort for pilot, letting final mentees/mentors know about their pairing.
Mentoring team
3 Training: mentoring team to give; mentors/mentees to participate Chosen mentors, mentees and mentoring team
4 Facilitated meeting to discuss goals and sign agreement (ideally) Mentors/Mentees and mentoring team
5 1st 3months of meetings Mentors/Mentees
6 Review status Mentoring team/Mentors/Mentees
7 2nd 3 months of meetings Mentors/Mentees
8 Survey after 6 months and close cycle Mentoring team/Mentors/Mentees
9 Encourage mentors to claim PDUs (provide records of sessions reported)
Professional Development Director
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Appendix D: Mentoring Agreement
PMI UK Chapter Mentoring Agreement
(Mentor and Mentee to sign off at the first meeting)
Between:
(Name of Mentor) ___________________________________________________________________
And
(Name of Mentee) ___________________________________________________________________
1. We have reviewed and agree to the Mentoring Code (see appendix H), and confirm our intention
of a mentoring relationship for the next six months.
2. We will mutually agree on a development plan for the mentee (suggestion: one page, bullet point
format) and will use this plan as the basis for mentoring activities. We will measure our progress
against this plan regularly. An initial outline of goals and agreements is given on page 2.
3. We understand that we are participating the pilot program and willing to provide feedback.
4. We understand that the agreement can be terminated before the end of the pilot if both parties
feel that the mentee’s development plan has been completed successfully.
5. We agree that we will review the progress of the relationship after 3 months. At any time, if the
relationship is not working for either party, we will conclude the relationship without causing
offence or attributing blame.
6. We acknowledge the importance of trust in the mentoring arrangement, and agree to keep our
discussions confidential.
Mentor signature __________________________________ Date: _____________________________
Mentee signature __________________________________ Date: _____________________________
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Page 2:
Mentor name
Mentee name
Date of agreement
Mentoring topics
Desired outcomes
Location of meetings
Frequency, duration
Communication
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Appendix E: Mentoring Meeting Record
PMI UK Chapter Mentoring Meeting Record
This form is provided as a guide only. Mentors and mentees are encouraged to discuss and agree on the
level of formality they will apply to the record keeping for their mentoring sessions. Note the requirement
to keep records for claiming PDUs.
Between:
(Name of Mentor) ___________________________________________________________________
And
(Name of Mentee) ___________________________________________________________________
Date, time and venue of meeting: _______________________________________________________
ACHIEVEMENTS SINCE LAST SESSION or GOALs of THIS SESSION:
KEY THEMES COVERED:
ITEMS TO BE ACTIONED BEFORE NEXT SESSION:
Date, time & venue for next session: _____________________________________________________
Mentor signature __________________________________ Date: _____________________________
Mentee signature __________________________________ Date: _____________________________
*IMPORTANT - Please ensure that you both retain copies of this form for records and obtaining PDUs.
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Appendix F: Mentoring Exit Form
Mentoring Exit Form
Exit Report
Your Name:
I was a: Mentor / Mentee
Name of other participant in the programme (mentee/mentor):
How many hours in total did you participate in this programme?
1. What did you think of the Mentor Programme Promotional Material? Brochures / Pamphlets / Webpage …. Did
the material contain enough information? Was the sign up process sufficiently explained? What could be done to
improve it?
2. What did you think of the application process? Was the process easy? What could be done to improve it?
3. What did you think of the Training? Was there enough time allocated to all areas? Was there enough
information? What could be done to improve it?
4. What do you think of the Mentor Programme overall? Was it useful to you? Please write a testimonial for others?
5. Do you consent to the Chapter using any of your comments as promotional material for the Programme in
brochures / leaflets / webpage etc.?
6. What would you rate as the best part of the programme?
7. What would you rate as the worst part of the programme?
8. Any further comments on the programme?
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Appendix G: Additional resources for Mentoring
Five most commonly used techniques in business among mentors were: Accompanying, Sowing,
Catalyzing, Showing, Harvesting.
Aubrey, Bob and Cohen, Paul (1995). Working Wisdom: Timeless Skills and Vanguard Strategies
for Learning Organizations. Jossey Bass. pp. 23, 44–47, 96–97.
5 Tips for Mentoring Senior Level Project Managers:
Focus on Career Path,
Beware of Egos,
Discuss More, Direct Less,
Provide Positive Reinforcement when Necessary,
Learn from the Mentee.
From PMI > Professional Development > Career Central.
http://www.pmi.org/Professional-Development/Career-Central/5-Tips-for-Mentoring-Senior-Level-
Project-Managers.aspx
The Feeling is Mutual – an infographic of Project Manager Mentor-Mentee Relationships
From PMI > Professional Development > Career Central.
http://www.pmi.org/Professional-Development/Career-Central/Project-manager-mentor-mentee-
relationships.aspx
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Appendix H: Mentoring Code
By participating PMI UK Chapter Mentoring Program, both Mentors and mentees agree to abide by the
PMI Code of Ethics (http://www.pmi.org/~/media/PDF/Ethics/ap_pmicodeofethics.ashx ), Professional
Code of Conduct, and Confidentiality/Records Compliance, as do all PMI UK volunteers. The data can be
found in ProjectPlace in this folder: https://service.projectplace.com/pp/pp.cgi/0/980432827.
Overall, it is expected that mentor and mentee will treat each other with mutual respect and take personal
responsibility for their own needs. If meetings are held face-to-face, then it is advised that they are held in
a public and safe place to which both parties have agreed acceptable. If any issues arise, please contact
the Mentoring team.
In addition, the following summary is advised:
The Mentor must acknowledge the dignity of all. They must conduct themselves in a way which respects diversity and promotes equal opportunities. It is the primary responsibility of the Mentor to provide the best possible support to the Mentee and to act in such a way as to cause no harm to the Mentee. The Mentor is committed to functioning from a position of dignity, autonomy and personal responsibility. This Ethical Code covers the following: A. Competence
B. Context
C. Boundary Management
D. Integrity
E. Professionalism
F. Confidentiality A. Competence The Mentor will: a. Ensure that their level of experience and knowledge is sufficient to meet the needs of the Mentee.
b. Ensure that their capability is sufficient to enable them to operate according to this Code of Ethics and any standards that may subsequently be produced. B. Context The Mentor will: a. Understand and ensure that the mentoring relationship reflects the context within which the mentoring is taking place.
b. Ensure that the expectations of the Mentee are understood and that they themselves understand how those expectations are to be met.
c. Seek to create an environment in which the Mentee is focused on and has the opportunity for learning. C. Boundary Management The Mentor will: a. At all times operate within the limits of their own competence, recognise where that competence has the potential to be exceeded and where necessary refer the Mentee either to a more experienced Mentor, or support the Mentee in seeking the help of another professional.
b. Be aware of the potential for conflicts of interest of an academic, professional, commercial, operational or emotional nature to arise through the mentoring relationship and deal with them quickly and effectively to ensure there is no detriment to the Mentee or PMI.
c. Mentors are prohibited from directing business development, marketing and sales activity towards the mentees that have direct benefit to themselves during the time of mentorship engagement. Any business agreements shall be negotiated and decided upon after the engagement ends.
d. Mentors will use discretion when deciding how much and with whom they discuss the mentee's intellectual property or personal information. When in doubt they will err on the side of caution and non-disclosure (and checking in first with the mentee).
e. Mentors will proactively disclose any potential conflicts of interest to the mentee and the PMI. Examples of a conflict of interest include, but are not limited to, the following:
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• Director, officer or senior role within a competitive entity
• 10% or greater shareholder in the competitive entity
• Relationship with a competitive entity that risks the inadvertent disclosure of confidential information
• Mentor is working for or with a current or potential competitor. If the mentor has questions or concerns about these guidelines, please feel free to contact the Mentoring team.
f. In case of doubt, the mentor should be prepared to sign a non-disclosure agreement g. Mentors will refrain from carrying out the work for the mentee. D. Integrity The Mentor will: a. Maintain throughout the level of confidentiality which is appropriate and is agreed at the start of the relationship.
b. Disclose information only where explicitly agreed with the Mentee, unless the Mentor believes that there is convincing evidence of serious danger to the client or others if the information is withheld.
c. Act within applicable law and not encourage, assist or collude with others engage in conduct which is dishonest, unlawful, unprofessional or discriminatory. E. Professionalism The Mentor will: a. Respond to the client’s learning and development needs as defined by the agenda brought to the mentoring relationship.
b. Not exploit the Mentee in any manner, including, but not limited to, financial, sexual or those matters within the professional relationship. The Mentor will ensure that the durations of the Mentoring Agreement are only as long as is necessary for the Mentee.
c. Understand that professional responsibilities continue beyond the termination of any mentoring relationship. These include the following: Maintenance of agreed confidentiality if all information relating to Mentees
Avoidance of any exploitation of the former relationship
Provision of any follow-up which has been agreed to
Safe and secure maintenance of all related records and data
d. Demonstrate respect of the variety of different approaches to mentoring
e. Never represent the work and views of others as their own
f. Ensure that any claim of competence and training undertaken is clearly and accurately explained to potential Mentees and that no false or misleading claims are made or implied. F. Confidentiality The relationship between the Mentor and the Mentee is based on confidentiality. This means that anything discussed within the mentoring relationship is private and that the Mentor will not repeat any of the content of the mentoring meetings to other people. There are certain exceptions to this which need to be agreed at the beginning of the mentoring relationship. If both partners agree that the Mentor can speak to someone else about an issue or problem. The Mentor and Mentee will agree who the Mentor will speak to and the boundaries of the discussion If the Mentor believes that there is a risk of harm to the Mentee or any other person, based on something the Mentee has said, or that a crime has been or is going to be committed. In any of these cases the Mentor will be obliged to report the issue to the Mentoring team. G. Compliance with the Mentoring Code The Mentor and Mentee should be familiar with the PMI Mentoring Code and use this as the basis for the mentoring relationship. Should the Mentee feel that the Mentor is not operating within the code, they should raise this with their Mentor or discuss with the Mentoring team.
