PMI Mentoring Program · 2017. 12. 6. · • Mentor - 3 years • Member of Mentoring Leadership...

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PMI Mentoring Program

PMI Knowledge Sharing EventDecember 6, 2017

Skip Depner, PMP CSM PMI Chicagoland Director Mentoring

Introduction• Skip Depner, PMP, CSM

– PMI Member since 2008, Mentoring past 7 years• Mentor - 3 years• Member of Mentoring Leadership Team (MLT) - 2 years• Director of Mentoring - 2 years

– President of my consulting firm since 2012• Previously at Dell Inc. for 3 years• Prior to that at Motorola Inc. for 30 years

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Knowledge Sharing Event• December, 2016

Gave presentations on PMI Chicagoland Core PM Mentoring and Helpline Programs

• December, 2017 Many really good questions – most mentor related – some PM Try to answer all questions by structuring presentation around them How we will proceed: Present the question or related questions Present my reply Let me know if I am not answering question Ask follow-on questions (interactive)

Then – on to the next topic

71206 Mentoring Knowledge Sharing Meeting R2

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Q 1: How & where this program implemented?

• PMI Chicagoland celebrating it’s 40th Anniversary A Formal Mentoring Program has been a part of the Chapter for as

long as anyone can remember• Program follows a formal mentoring format.

Many of these principles of the Mentee’s Guide and Mentor’s Guide by Linda Phillips-Jones, Ph.D.

These guides are provided to participants in our sessions.• PMI Chicagoland Core PM Program

Approved by PMI Chicagoland Executive Board Annually funded under VP Membership Managed by volunteer leadership team of the chapter membership Mentors are volunteers members of the chapter


Q 1

F. Mentor/Mentee GuidesBest Practice• Unique in their composition and compatibility• Addresses the mentee/mentor relationship• Personal Development Plan (in part)

• Each participant gets a companion manual

• There are reading assignments

• Contains pertinent advice and useful templates

• It is also a workbook• Registration fee helps

defer cost of manuals

No longer being published – some limited # available

Q 1


Q 1

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PMI NA LIM and Global Congress• North American Leadership Institute Meeting

1,056 Chapter Leaders from around the world Institute focused on PMI Chapter Leadership Opportunities Numerous presentations on:

Chicagoland with 4,700 members is 6th largest in world The largest? Washington, DC 10,500 members

• Global Congress 3,000 PMI members from around the world 3 day conference including 1 day overlap with NA LIM Exhibition Hall PMI Bookstore

• Held in Chicagoland for Chapter’s 40th Anniversary


Academic Leadership Devl Tools & Resources TechnologyGovernance Marketing / Com Professional Devl RegionFinancial Mgmt Membership Volunteer Engage Mentoring

Q 1

Spring 2017 Mentoring Session

MLT receiving 2016-2017 Team of the Year Award from Chapter President and VP Membership

Mentees, Mentors, and Mentoring Leadership Team (MLT) at Spring 2017 Kickoff Event

PMI NA LIM and Global CongressQ 1

Implementing an Effective Formal Mentoring Program

A Case Study by the PMI Chicagoland Chapter

Skip Depner27 October 2017

Q 1

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PMI NA LIM and Global Congress• Mentoring Presentations at LIM

Chicagoland – Target Membership at large Sao Paulo, Brazil – Target Apprentices Enactus Program (worldwide) – Target College Students Speed Mentoring - Target Membership at large

• Mentoring Options Formal Informal Mentoring Enhanced Informal Mentoring Distance Mentoring – virtual, remote, telementoring, LD mentoring Mentoring Groups, Circles, and Rings Reverse Mentoring Cross-difference Mentoring Helpline


Q 1

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Q 2: Describe the goals of the program?

• Goals on Many Levels- Mentee, Mentor, Chapter, MLT• Mentee

Decide on a SMART goal or goals. Develop a plan to achieve the goal(s) Successfully lead a project (in a friendly environment) Understand how to make a mentoring relationship effective Networking – future contacts Acquire PDUs.

• Mentor Giving back Helping to guide someone in his/her career Understand how to make a mentoring relationship effective Networking – future contacts Acquire PDUs.


Q 2

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• PMI Chicagoland Chapter Executive Board Attract new members Retention of members Promotes Chapter leadership (provides inspiration for the future) Enlighten members about PMI Volunteerism

• Mentoring Leadership Team Satisfy the Chapter Membership Demand for Mentoring Achieve high level of Customer (Member) Satisfaction Sustainable Program that is repeatable with high quality Maximum effectiveness of volunteers (Mentors & MLT) Provide a friendly forum to practice PM principles Every participant’s life is enriched by each Session


Q 2

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Q 3: Are there reviews of Mentor Program by former mentees?

• Yes, Results of the Final Survey of the Spring 2017 Session• 55 of 65 Mentees and Mentors took survey (85%)• Survey was anonymous• Survey results were shared during Final Meeting• All slides presented at an Event are emailed to all

participants


Q 3

My Professional Relationship with My Mentoring Partner

Mentee achieved his/her Development Plan Goals

47% Yes

32% For the most part

14% Not completely

7% No

0%100% 50%

96% Excellent(53),Very good(33), Good(9)

4% Fair / Poor

0%100% 50%

J. Survey Monkey FeedbackMentor, Mentee, MLT Engagement

Q 3 edge Sharing Meeting R2

My Mentor has been helpful and accessible

My Mentee has been engaged and open to learning

Mentoring Leadership Team (MLT) effective

96% Yes / For the most part

4% Not completely / No

88.9% Yes / For the most part

11.1% Not completely / No

0%100% 50%

0%100% 50%

0%100% 50%

100% Excellent(60),Very good(28), Good(12) 0% No

J. Survey Monkey FeedbackMentor, Mentee, MLT Engagement


Formal vs Informal Format

0% Informal only

8% Prefer informal

23% Either

47% Prefer formal

22% Formal only

Length of Session0%100% 50%

2% Too long

8% A little too long

74% Just right

8% A little too short

8% Too short

0%100% 50%

J. Survey Monkey FeedbackFormal vs Informal and Session Length


Percentage of Excellent, Very Good, and Good Ratings

96% Application process

100% MLT communications during program

90% Mentor/Mentee pairing process

74% Mentor training

87% Materials (Guidelines manuals)

92% MLT support to your M/M relationship

85% Kickoff event

89% Mid-session event

0%100% 50%

J. Survey Monkey FeedbackRating Specific Program Aspects


35% Excellent

48% Very good

15% Good

2% Fair

0% Poor

Would you recommend this course to others?

Rate this session

100% Yes

0% No

0%100% 50%

0%100% 50%

98%

J. Survey Monkey FeedbackRecommendation and Rating


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Q 4: Please share success stories of this program?

1. Former PMI VP Community Outreach was a mentee2. Former PMI VP Marketing was a mentee3. Veteran who wanted to get a PM job by end of Spring 2017

Session and did.4. Mentee wanted to develop a dashboard for multiple projects

using Smartsheets and institutionalize it. 5. Mentee at Options Clearing Center wanted to create a

compliance reporting process and institutionalize it.6. Mentee who wanted ensure family reunion was successful

event.


Q 4

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Mentee / MentorPartnership #40Mentee / Mentor

Mentee / Mentor

Q 5: Please explain PMI Mentoring Program Governance Structure?


Q 5

President

VP Membership

Director Mentoring

MLT Members

ChicagolandExecutive Board

MentoringLeadershipTeam (MLT)

Mentee / MentorMentee / MentorPartnership #1

• President & VPs elected by Chicagoland Members annually

• Directors volunteer & selected by Board

• Dir Mentoring reports to VP Membership

• MLT Members selected by Dir Mentoring

1. MLT acts as a PMO 2. Each Partnership is/has a project3. MLT administers Core PM Mentoring Program4. MLT manages all Session activities5. Issues Partnership cannot resolve should

escalate to MLT for resolution6. Dir Mentoring is email conduit to MLT7. All communication to Director is Confidential

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Getting engaged – 4 steps:1. Decide which Session – everyone must apply to each Session2. Look for email from DirMentoring announcing application window open 3. Apply to program using hyperlink in email 4. Send your resume to [email protected]


Q 6 Q6: How to get engaged in Mentoring Program? If interested

For Spring 2018 it is: https://www.surveymonkey.com/r/PMICMentoringSpring2018

SESSION SPRING FALLSession Dates (1) February - June September - JanuaryApplication Window (1) November - December June - JulyDirector email 1st week of November 1st week of June(1) – Starts early in 1st month – Ends late in 2nd month

https://www.surveymonkey.com/r/PMICMentoringSpring2018

2018 Spring Core PM Mentoring Session Timeline


Feb Mar Apr JunMayJanDecNov

PRE-SESSIONSubmit Application

Mentor/Mentee Pairing

Announce Pairings

Mentor Training

IN-SESSIONKickoff Event (1)

Mid Session Event (1)

Final/Closing Event (1)

One-One Meetings (2)

Nov 1 – Dec 31

Jan 6 - 28

Jan 29

Feb 3

Feb 10

Apr 21Jun 23

Feb 10 – Jun 23

1 – Kickoff, Mid-Session, and Final/Closing Events have mandatory mentor / mentee attendance2 – Mentors/Mentees meet one-one 2 to 4 times per month

3 – MLT is Mentoring Leadership Team

Notes:

Today2017 2018

Feb & Apr Events atDePaul O’Hare Campus

Jun Event VenueTBD

Q 6

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A. Requirements to be a mentee 1. Must be active member of PMI Global and Chicagoland Chapter

B. What criteria are considered when selecting mentees?1. None – other than active membership

C. What kind of experience do you need to mentor?1. Must be active member of PMI Global and Chicagoland Chapter2. Must be PMP certified3. Must have a minimum of 10 years of recent project management

experience


Q 7A. What are the requirements to be a mentee B. What criteria are considered when selecting mentees?C. What kind of experience do you need to mentor?

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• Level of effort highly variable1. Required minimum meetings and events2. Common practice3. The actual effort spent to accomplish goal4. What mentor and mentee agree upon

• Required minimum Mentee/Mentor meetings minimum 2 per

month (10 hrs) Three 3.5 hr Group Events (10.5 hrs) Mentor Training Event (3.5 hrs)

• Common Practice Four one-to-one meetings/month (+10 hrs) Mentee creating Personal Development

Plan (PDP) (9 hrs) Mentor effort on PDP (3 hrs)

• Effort on goal Better estimate as PDP developed Increment in weeks T+4 thru T+19

• Mentee/Mentor agreement


Q 8A. What are the mentee's time obligations?

How often do you have to meet? B. On average, what is the time investment needed to be a mentor?

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December 4, 2017 - Advice from a mentee in Fall 2017 Session

1. Do not sign up for the mentoring session unless you have at least 3-4hours/week in the first 50% of class and 1-2 hours/week in thesecond half of class. This will be a combination of mentoringsessions, PDP development, and course review. It could be more orless, depending on the arrangement that you and your mentor have.

2. Thinking about the process in terms of a project plan. Everythingmust follow PMP principles and anything less will not be acceptable.As such, having a short-term goal must be measurable.

3. I spent about 10 hours on the PDP, but know that there were othersthat spent significantly more time on the PDP.


Q 8 Continued

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• Each Mentee must have an approved Personal Development Plan (PDP) on or before September 30, 2017 End of 3rd week of Session.

• To be an approved PDP:1. Mentee must identify Goal or Goals to be accomplished in session2. Mentee must create a plan to achieve goals including

Development Objectives containing Development Activities that specify Measurements Timelines Resources

3. Plan is documented in prescribed tabular and timeline formats4. Plan is reviewed and approved by your Mentor5. Plan is reviewed and approved by the MLT no later than September 30,

2017 End of 3rd week of Session.• Each Mentee then becomes the Project Manager of his/her PDP


Q 9 Q9: How do you establish actionable goals for individuals you are mentoring?

Similar to WBS:(Work Breakdown Structure)

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Content - Structure• The Personal Development Plan has a minimum of 1 and no

more than 3 Development Goals. More than one is ambitious

• Each Goal will typically have 2 to 4 Development Objectives Breaking the goal into its components

• Each Objective has 2 to 4 Development Activities Very specific actions Specified in terms of Timeline Measures Resources


Activity 1.2.3

Objective 1.1

Activity 1.1.1

Activity 1.1.2

Activity 1.2.1

Activity 1.2.2

Objective 1.2

Goal 1

Goal

Objective

Activity

MeasuresTimelineResources

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Sample Tabular Form• Development Plan in Mentee/Mentor Guides – page 48


PERSONAL DEVELOPMENT PLAN - FALL 2017 MENTOR SESSIONDate 9/9/17 Mentee John Doe Mentor Sarah Smith

Development Objective Development Activity Measures Timeline Resources / Support1.

2.

3.

GOAL: By end of session, become a more effective project manager as judged by my manager, team, and objective assessment.

Choose project management knowledge, skills, & attitudes to develop

1. Interview proj mgmt experts2. Summarize ideal competencies3. Assess my current compentencies4. Choose 1 strength to leverage and 2 development areas

Prepared list of target areas

1. 9/10-9/232. 9/10-9/233. 9/24-9/304. 9/24-9/30

1. Manager, mentor, other experts plus contact info3. PM assessment tool4. Manager

Successfully manage a challenging project

1. Project tasks themselves2. Meetings with mgr & team3. Self Study4. Mentor observes me lead team meeting5. Retake assessment tool

A. Project completed on time w/in budgetB. I am more confident (fr 5 to 9 on 10pt scale)C. Team members give me high approval rating

1. 10/1-1/272. 10/28, 11/25, 12/303. 10/1-1/134. 11/255. 1/27

3. Study materials4. Mentor5. Post version of assessment

Build competence 1.Subscribe journals, search web2. Shadow mentor & at least 1 other person3. Take two classes4. Study past project reports

A. I score 50% higher on the competency assessment toolB. Manager says I am improving

1. 9/3-9/302. 10/1-10/283. 10/1-11/254. 11/26-1/7

1. Self study materials2. Mentor3. Funding for classes

Q 9

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Sample Timeline Form• Development Plan in Mentee/Mentor Guides – page 48


MENTEE John Doe DATE 10/15/17 PERSONAL DEVELOPMENT PLAN - FALL 2017 MENTOR SESSION

GOAL OBJECTIVE ACTIVITY RESOURCE STATUS WEEK ENDING

9-Se

p16

-Sep

23-S

ep30

-Sep

7-O

ct14

-Oct

21-O

ct28

-Oct

4-N

ov11

-Nov

18-N

ov25

-Nov

2-D

ec9-

Dec

16-D

ec23

-Dec

30-D

ec6-

Jan

13-J

an20

-Jan

27-J

an

# Description1 1.1 1.1.1 Interview Mentee Plan

Actual1.1.2 Summarize Mentee Plan

Actual1.1.3 Assess Mentee Plan

Actual1.1.4 Choose 1 Mentee Plan

Actual1.2 1.2.1 Subscribe Mentee Plan

Actual1.2.2 Shadow Mentee Plan

Actual1.2.3 Take classes Mentee Plan

Actual1.2.4 Study past Mentee Plan

Actual1.3 1.3.1 Project tasks Mentee Plan

Actual1.3.2 Meet w mgrs Mentee Plan

Actual1.3.3 Self Study Mentee Plan

Actual1.3.4 Mentor observes Mentor Plan

Actual1.3.5 Retake assmnt Mentee Plan

Actual

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Sample Timeline Form in Monitoring Mode• Development Plan in Mentee/Mentor Guides – page 48


Monitoring as of October 15, 2017

MENTEE John Doe DATE 10/15/17 PERSONAL DEVELOPMENT PLAN - FALL 2017 MENTOR SESSION

GOAL OBJECTIVE ACTIVITY RESOURCE STATUS WEEK ENDING

9-Se

p16

-Sep

23-S

ep30

-Sep

7-O

ct14

-Oct

21-O

ct28

-Oct

4-N

ov11

-Nov

18-N

ov25

-Nov

2-D

ec9-

Dec

16-D

ec23

-Dec

30-D

ec6-

Jan

13-J

an20

-Jan

27-J

an

# Description1 1.1 1.1.1 Interview Mentee Complete Plan

Actual1.1.2 Summarize Mentee Complete Plan

Actual1.1.3 Assess Mentee Complete Plan

Actual1.1.4 Choose 1 Mentee Complete Plan

Actual1.2 1.2.1 Subscribe Mentee Late Start Plan

Actual1.2.2 Shadow Mentee IP Plan

Actual1.2.3 Take classes Mentee Late Start Plan

Actual1.2.4 Study past Mentee Plan

Actual1.3 1.3.1 Project tasks Mentee IP Plan

Actual1.3.2 Meet w mgrs Mentee Plan

Actual1.3.3 Self Study Mentee IP Plan

Actual1.3.4 Mentor observes Mentor Plan

Actual1.3.5 Retake assmnt Mentee Plan

Actual

1

2

3CV4

6

5CV

1. Status column – values:2. Complete – Finished3. Late Start – Should have

started – no activity yet4. IP – There is actual activity –

started on time 5. IP - or started late - but not

complete6. Monitoring Date – vertical

bar

Q 9

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A. How mentees and mentors may request PDUs is already defined for this Program

B. IMPORTANTAnything to do with acquiring PMP credential (or any other credential) may not be used in this Program


Q 10A. Can we form our own mentoring relationships for 'giving

back' PDU’s? B. Rules for Earning PDUs by coaching PMP candidates

CCRS Snapshot

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A. Benefits to All participants1. Understand how to make a mentoring relationship effective2. Networking – future contacts3. Acquire PDUs.4. Better appreciation of what PMI has to offer members5. Every participant’s life is enriched by each SessionBenefits to Mentees1. Understand how to create good goals and plan to achieve them2. Successfully lead a project (in a friendly environment)3. Solve a problem, develop a skill, investigate alternativesBenefits to Mentors1. Giving back2. Satisfaction of helping to guide someone in his/her career3. Learn something – increased awareness


Q 11A. What are the member benefits by engaging in Mentoring Program?B. What are the benefits of the PMI Mentoring Program?C. How do I find members in construction management for

questions?

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C. Construction Management Questions1. Networking at Group Events2. Session Directory


Q 11A. What are the member benefits by engaging in Mentoring Program?B. What are the benefits of the PMI Mentoring Program?C. How do I find members in construction management for

questions?

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• General mentor related questions1. What benefit does a mentee get from being in the program? During/after?2. Is there top executive support for a mentoring program?3. Who would be the share-holders of the program?4. What problem(s) are you trying to solve?5. Are there mentors available in the company who have sme? How many?6. Does company make accommodation (incentives) for mentors?7. Are there known barriers that have to be overcome?8. What is the demand currently?9. What is the outlook for demand in the future?

• Then consider Formal vs Informal Mentoring Format


Q 12 A. Should a PMO organization within my company feature a mentoring function. If so what is the best organizational approach for mentoring?

B. In your opinion, what do you think organizations should do to advance mentoring in the workplace??

C. What criteria do you use for establishing a formal mentoring program in an organization?


Aspect Formal Informal

1 Time-bound Specific beginning and ending dates a session. For PMI Chicagoland, a session is 20 weeks.

No specific start date. Usually open-ended

2 Plan There is a plan guiding the mentoring process. For PMI Chicagoland, each mentee defines his/her goal and the plan to achieve that goal with the support of his/her mentor and MLT guidance.

There is no plan and no specific direction.

3 Documentation The plan is documented. For PMI Chicagoland, there are documented periodic progress reports and anonymous surveys.

Typically, no documentation.

4 Guides Mentees and mentors are provided with written instructions to guide them through creating various deliverables. Guides also provide advice regarding the mentorship relationship.

Typically, there is no written instruction.

5 Escalation Although issues between mentor and mentee are extremely rare, the MLT is readily available to help.

Typically, there is not a support team readily available.

6 Mentor selection

Mentor / mentee partnerships are assigned by facilitator, in our case, the MLT.

Usually, mentee can pick mentor from several available

Q 12 C: What criteria do you use for establishing a formal mentoring program in an organization?

Terminology: 1-Program 2-Sessions 3-Meetings 4-Events


Aspect Formal Informal

7 Mentorexclusivity

Mentee and mentor have an exclusive one-to-one relationship for entire session.

Typically, one-to-one, although mentee groups and mentor teams may be used.

8 Meetings One-to-one mentee / mentor meetings are scheduled for the session. A minimum number of meetings are required.

Mentee / mentor meetings do not usually occur with any rigor.

9 Events Group gatherings (events) bringing all mentees and mentors together are scheduled. Attendance is mandatory. For PMI Chicagoland, 3 events occur in each session for all participants and 1 additional event for mentors only.

There are no scheduled group gatherings.

10 Commitment Mentees and mentors pledge to be active participants, mindful of partner, and attend minimum number of meetings and events.

Typically, no type of formal agreement.

11 Professional Development Credits

Course PDUs awarded for mentees and mentors satisfying Events requirements. Other PDUs may be earned for Meetings.

Other PDUs may be earned for Meetings.

12 Knowledge Sharing

Mentee and mentors share status and findings with other colleagues during Events.

Any knowledge sharing occurs ad hoc.

13 Networking Networking with colleagues is encouraged and facilitated.

Typically, there is no network structure.

Q 12 C: What criteria do you use for establishing a formal mentoring program in an organization?

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More Questions (1)


# Question Depner Notes / Opinions

13 Do you ever select someone to mentor?

Not as Director – Did as MLT memberI don’t recommend wearing 2 hats.

14 How has project management changed in your 30 years of practicing and what are the top best and worst changes in that time?

(+) PMI (+) PM as a profession (+) PM certification (-) Agile

15 Is Agile" a technique of project management or a philosophy?"

Agile Practice Guide created by PMI and Agile Alliance refer to Agile as an “approach”. Non-agile is referred to as “Predictive”

16 What is your best example of leadership in action for you personally

For me personally was the CA project

17 How do you motivate your team members?

We own project. We are a team. Failure is not okay. They know I will get my hands dirty with/for them. Continual communication on goals, status, involvement. Recognition and feedback.

M

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More Questions (1)



18 In a hugely virtual environment, how can we ensure we are understanding and being understood effectively

Written communication. One technique is “testing your knowledge”. Explain what you heard – or others explain to you what you said.

19 What are the most effective communication and networking methods that you have utilized over the years

Email is the most effective form of communication for me. Networking is PMI.

20 What perspective to look at a successful program overview?

Clear definition of where project is and where it is headed vis a vis project deliverables. Identify future risk and mitigation.

21 Do you have any tips or techniques for training project staff on effective status reporting?

Collectively define the template. Provide examples. Keep on repository. Update examples. Keep it brief as possible,

22 What are the updates in the next edition of PMBOK?

6th or 7th edition? 6th edition comes with “Agile Practice Guide” which is very good perspective

23 PMI rules for use of PMBOK content for Study aids when coaching

I don’t know.

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More Questions (2)



24 What percentage of mentees go on to obtain PMP certification?

Spring of 2017 54% do not have PMP.60% say they will have in 6-12 months.

25 Can an individual become a Mentee more than once?

Yes

26 Do you mentor people who are studying for the PMP exam?

No - never

27 How would participation for an experienced PMP be enhanced?

As a mentee, tackle a problem, learn a new skill, etc. You decide.

28 How flexible is the commitments for face to face meetings?

For one-to-one meetings, 2 people decide.For events, non-negotiable.

29 Will mentor come from a similar field as the mentee?

Yes, no, maybe. Specify in application.

30 What is the best experience to share as a mentor?

One’s the mentee can relate to.

31 What would you recommend for people starting to want to become a mentor?

Rephrase question

Start with a formal program.

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More Questions (2)



32 Our Leadership does not understand proper PMP Process Groups, Knowledge Areas, Portfolio Mgmt, Slack, etc. We are getting more and more complex projects and they need to understand these terms and how to manage and remove barriers, etc. How do you 'teach' these folks who have short attention spans and little time?

1) Need to communicate in their terms.2) Clearly define what you may/will need from them.3) Identifying who is decision maker helps (“Who’s Got the D?” HBR 2006)4) Standard straightforward similar reporting formats for all projects (dashboards)5) Report frequently, consistently, briefly

33 We seem to live in time where Action is King, and Planning is nice for the classroom. How do you change the culture and gain Buy In for a more systematic approach to Work Mgmt?

1) Simplify the plan. What is available when.2) Publish plan3) Simple status updates – dashboard4) Meet or exceed milestone dates5) Multiple accomplishments along the way builds confidence.

34 Can you illustrate using large complex, multi site, Program Portfolio / Project some of the Stakeholder Strategies and Best Practices

Large Project in CA. 1) Communication is key. Consistent messages at multi-levels. 2) Being respectful and demanding respect. 3) Short range goals everyone can understand 4) Frequent status updating written and in person. 5) Delegation with feedback

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More Questions (2)


# Question Depner Notes / Opinions35 How many times did you get a job

over someone else who was not PMP certified?

I don’t think that ever happened because 1) got PMP late in career (2012) and by then I was being offered challenging positions –didn’t apply for them.

36 Have you ever suffered from the 'imposter' syndrome? What is your advice for people who lack some confidence?

For high achievers and perfectionists, one’s self-perception is more critical than others’ perception and reality. Get professional psychological help

37 Something you wish you knew then that you know now?

1) The stress of success2) Make sure you can trust your boss to have your back. If not, move on.

38 What is the most essential skill that is in demand in the Chicagoland area?

Thinking

39 I'm a relatively new PMP and would like tips on how tools you've used to manage difficult Team members

Confront them sooner rather than later. It can poison whole team. Tell them your perception. Ask what would get them onboard. Be respectful and demand respect.

Slide Number 1IntroductionKnowledge Sharing EventQ 1: How & where this program implemented?F. Mentor/Mentee GuidesSlide Number 6PMI NA LIM and Global CongressSpring 2017 Mentoring SessionImplementing an Effective Formal Mentoring Program��A Case Study by the PMI Chicagoland Chapter�PMI NA LIM and Global CongressQ 2: Describe the goals of the program?Slide Number 12Q 3: Are there reviews of Mentor Program by former mentees?J. Survey Monkey Feedback�Mentor, Mentee, MLT Engagement�J. Survey Monkey Feedback�Mentor, Mentee, MLT Engagement�J. Survey Monkey Feedback�Formal vs Informal and Session Length�J. Survey Monkey Feedback�Rating Specific Program Aspects�J. Survey Monkey Feedback�Recommendation and Rating�Q 4: Please share success stories of this program?Q 5: Please explain PMI Mentoring Program Governance Structure?Slide Number 212018 Spring Core PM Mentoring Session TimelineSlide Number 23Slide Number 24Slide Number 25Slide Number 26Content - StructureSample Tabular FormSample Timeline FormSample Timeline Form in Monitoring ModeSlide Number 31Slide Number 32Slide Number 33Slide Number 34Slide Number 35Slide Number 36More Questions (1)More Questions (1)More Questions (2)More Questions (2)More Questions (2)

PMI Mentoring Program · 2017. 12. 6. · • Mentor - 3 years • Member of Mentoring Leadership...

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