PMI UK Chapter

Mentoring Programme



(Version 2.0 - October 2012)


















Author: Enrique Fernandez (Associate Director Mentoring)




PMI UK Chapter Mentor Programme Version 2.0 October 2012

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Contents

1. PMI (UK Chapter) Mentoring Programme ....................................................................... 3
2. Mentoring Overview ........................................................................................................ 3
3. What Mentoring is ........................................................................................................... 3
4. What Mentoring is not ..................................................................................................... 4
5. Benefits of Mentoring ...................................................................................................... 4
6. Prerequisites to being a Mentor ....................................................................................... 4
7. Prerequisites to being a Mentee ....................................................................................... 5
8. PMI Personal Development Units PDUs ............................................................................. 5
9. Applying to the Mentoring Programme ............................................................................. 6
10. Launch Event ............................................................................................................... 6
11. Code of Ethics.............................................................................................................. 6
12. Running of the programme ........................................................................................... 6
Appendix I - Mentor/Mentee Activity Report.............................................................................. 7
Appendix II - Code of Ethics .................................................................................................... 8
Appendix III Mentoring Agreement ..................................................................................... 10
Appendix IV - Exit Report ...................................................................................................... 11


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1. PMI (UK Chapter) Mentoring Programme
PMI is one of the world's largest not-for-profit membership associations for the project management profession,
with more than 650,000 members and credential holders in more than 185 countries. Our worldwide advocacy
for project management is supported by our globally-recognized standards and credentials, our extensive
research programme, and our professional development opportunities.
This document describes the PMI UK Chapter Mentoring Programmeme as an opportunity available to PMI
members to develop as professional project managers.
2. Mentoring Overview
There is no Guide to the Body of Knowledge in Mentoring as there is for Project Management. Therefore the
definition of mentoring varies depending upon the situation. Generally in the business environment, mentoring
is a recognized leader in a field who serves as a guide in professional competency development.
"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
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
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

3. What Mentoring is
Following are some examples of what mentoring is
A means of learning and development
Guiding someone toward his or her goals
Mutual sharing of experiences and opinions to create agreed-upon outcomes
About inspiring and supporting another person
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4. What Mentoring is not
Following are some examples of what mentoring is not
An opportunity to correct someones behaviors or actions
Directing someone to do something to meet goals
Being the expert with all the answers
About trying to address personal issues

5. Benefits of Mentoring
Mentoring benefits all parties involved, including the organization, the mentor and the mentored individual.

Mentee Benefits
Following are some of the key benefits the mentee will gain from participating in the mentoring programme
Confidence to lead and to champion the project
Improved people-management skills
Confidence to set and achieve performance goals
Having someone independent to talk openly to
Having a wider perspective on the impact of their management style
Being less ruled by feelings and more able to cope with difficult situations on a risk free environment
Opening up additional ways of thinking
Being more mindful of the need to deal with the underlying problems, not just the symptoms.

Mentor Benefits
Following are the benefits the mentor gains from participating in the mentoring programme
Perpetuation of the project management culture
Satisfaction of contributing to the success of others
Enhanced potential for collaboration with junior colleagues
Opening up additional ways of thinking

Organisational Benefits
Some of the benefits your organization will gain from your being a part of this mentoring programme:
Increased business productivity occurs due to creating personal performance goals
Leaders and leadership qualities are developed as a result of real learning and behavior change

6. Prerequisites to being a Mentor
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 provide support and guidance to Mentees
to ensure the quality of the mentoring
to end the mentoring relation and communicate it to the Programme Coordinator
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Pre-requisites:
Senior Programme or Project Manager, with at least 7 years experience in project or programme
management
Previous demonstrable experience in mentoring or coaching. Mentors with no demonstrable previous
experience on mentoring or coaching will be asked to attend the free workshop provided by
http://getmentoring.org/home/ within a month since their application is received
Experienced mentors may decide to look after more than one mentee

7. Prerequisites to being a Mentee
The Mentee's role is to ensure that the Programme is used as an opportunity for personal development, based
on agreed objectives.
Key accountabilities:
to develop and agree personal objectives
to attend meetings / conferences as agreed with the mentor
to communicate with Mentor supervisors if, at any time, they feel that the relation is running into
trouble but don't feel like telling the mentor
Pre-requisites:
Project Manager, with at least 2 years demonstrable experience in project management
currently in a Project Manager or Project role that will allow practicing and developing the advice in a
real situation

All roles will be advertised on the PMI Volunteer Resource Management System (VRMS) and are completely
voluntary and unpaid.

8. PMI Personal Development Units PDUs

Continuing Certification Requirements
Category E: Volunteer Service
Provide mentoring and coaching to a colleague, co-worker or consultant. Mentoring sessions must be relevant to
project management, meet a specified purpose, and use knowledgeable resources. (If you are coached or
mentored by someone else, report that activity under Self Directed Learning Category)
PDU Rule
1 PDU awarded for 1 hour of volunteer (non-compensated) service.
The PDUs claimed in this category count against the maximum of 45 PDUs allowed for PMP credential holders in
the Giving Back to the Profession categories (Category D,E and F)

Documents required upon audit request:
For coaching and mentoring services: evidence supporting your coaching or mentoring arrangement, including
notes from and dates of discussions, or readings.








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9. Applying to the Mentoring Programme
Only current members of the PMI UK Chapter can apply to the Mentoring Programme
Applications have 3 parts:
general details (name, address, etc) - as the communication will happen mostly via email, a valid email
address is a must
clear expectations from the mentoring programme
demonstrable compliance with the pre-requisites for each job, included an updated CV
Applications from PMI UK Chapter non-members, or with any of that information missing will be rejected.

10. Launch Event
The participants in the cohort will attend a launch event in London. In this event, we will cover the following
areas:
Mentoring Definition and Mentoring Benefits
Mentoring Life Cycle
Preparation Stage: Set expectations and establish and build a foundation for a successful mentoring
relationship. In this stage, it is also very important to establish leaning goals and how success will be
measured. Tools used: hopes and fears; learning plans
Define Agreements Stage: Agree on the expectations and set working arrangements. Both mentor and
mentee must agree a number of ground rules that they are prepared to commit to. Tools used:
working arrangements, code of conduct, mentoring tips
weRelationship Stage: working toward accomplishing your learning goals. Tools: gaining and
maintaining trust, monitoring and reporting
Closure Stage: focus on closing the formal relationship and redefine the relationship moving forward.
In this stage, we also review the relationship, looking for lessons to be used in future agreements with
other mentees. Tools used: reflection and activity report
Launch events will be ran on the following months: JANUARY, APRIL, JULY, and OCTOBER.

11. Code of Ethics
The participants in the cohort will be bound by the code of ethics in Appendix II

12. Running of the programme
The participants in the cohort will need to communicate with Mentor Supervisors and Associate Director on a
regular basis, using an Activity Report

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Appendix I - Mentor/Mentee Activity Report


Mentor/Mentee Activity Report
(To be submitted at end of each month)


First Name: _______________________ Last Name: _________________________

Email:__________________________________________________________________

PMI ID #: _________ PMP #: _________ Programme #: __________

Activity Sponsor: PMI SOC Mentoring Programme

Report Completion Date ( ):

Role: Mentor / Mentee (Select one)


Meeting Date (DDMMYYYY) Duration (Hours) Media (in person, phone, online)



Total:


Finalising the arrangement
The arrangement can be finalised at any time by Mentor, Mentee or Mentor Supervisor. Once finalised, both can re-
apply for the next cohort, but will be second in priority against new candidates

On termination, Mentors and Mentees will be asked to fill in an Exit Report (appendix 3)
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Appendix II - Code of Ethics

PMI Mentoring Agreement

The PMI Mentoring Code

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:
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 Associate Director Mentoring
f. In case of doubt, the mentor should be prepared to sign a non-disclosure agreement
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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 clients 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 Associate Director Mentoring.

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 Associate Director Mentoring.

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Appendix III Mentoring Agreement

Sample
This Agreement has been agreed with the Mentor and Mentee and will form the basis of the ongoing mentoring
relationship. The agreement will be reviewed as the mentoring progresses and changes can be made, if required, to
any aspect of the Agreement to reflect changing priorities, timescales or needs of the Mentor or Mentee. Changes
should be made in agreement with both parties.

Mentor name Enrique Fernandez
Mentee name Yohan Abrahams
Date of agreement 6
th
July 2012
What will the mentoring cover To review my current career and look at career planning options
To look at my current role and review options for improving or
increasing capability
To improve aspects of project management skills
Frequency, duration Approximately monthly of 1 to 1.5 hours duration. (Mentees need to
understand and work around any specific time constraints and
professional commitments for their mentors)
Location of meetings Meetings will be conducted in a mutually agreed caf near Victoria Rail
Station, London
Duration of mentoring We anticipate that the mentoring will last for approximately 6 months but
is has been agreed that this will be reviewed as the mentoring progresses
and that Enrique will give as much notice as possible if for any reason she
is unable to continue as a Mentor.
Communication Via email as primary communication method. If a discussion is needed
between mentoring meetings this can be arranged via email at a mutually
convenient time.
Confidentiality We agree to adhere to confidentiality as outlined in this agreement and
within the Mentoring Code

We agree that the information contained above is a fair and accurate summary of the mentoring purpose and process
as agreed on the above date.

Mentor: Enrique Fernandez
Mentee: Yohan Abrahams




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Appendix IV - 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 Programme Presentation? 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? Was it useful to you? Would you recommend it to 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?