Increasingly staff take responsibility for their own learning and development. Organisations typically provide resources through line managers, through Human Resource or Personnel  Departments and through in-house and external training.  Mentoring, especially expert external mentoring provides a rich addition to this support as shown in the diagram below.
Clients for mentoring can be either individuals or teams.  These may be facing such challenges as:
  • growing into their current or next role
  • making an immediate impact in a new job
  • overcoming a problem or crisis
  • recognising strengths and addressing weaknesses
  • preparing for a qualification or assessment


The mentor is an experienced and trusted adviser who provides perspective, information, counsel, guidance and, where required, challenge. 

The client and their organisation benefit from:
  • Greater control of learning
  • Greater security through increased competence
  • Reduced risk and stress
  • More flexibility in addressing issues
  • More confident transitions to new levels of responsibility
  • More successful projects, programmes and organisations.


Our process for a typical assignment is shown in the following diagram.

Enquiry may be by an organisation or by an individual.  Simply follow the registration process or telephone +44 (0)20 7371 0344. Both parties carry out a due diligence process and identify likely mentor(s) and individual client(s). Each client is offered more than one potential mentor.  A decision is made as to mentor/client pairing. This is the delivery part of the process, where the mentor and client work to ensure individual and business benefits to the client and the client's organisation.  The four stages are:<br /><br />
<strong>Initiate</strong><br />
<li>Exchange views on the relationship</li>
<li>Define scope and formal contract</li>
<li>Agree working methods</li>
<li>Establish communication protocols</li>
</ul><br />
<strong>Establish</strong><br />
<li>Investigate styles of learning</li>
<li>Diagnose initial goals and needs</li>
<li>Set measures</li>
<li>Identify priorities</li>
<li>Keep flexibility</li>
<li>Clarify focus</li>
</ul><br />
<strong>Develop</strong><br />
<li>Progress the clients issues</li>
<li>Use each others expertise</li>
<li>Identify new issues</li>
<li>Adapt the process to current issues</li>
<li>Evolve the relationship</li>
</ul><br />
<strong>Move on</strong><br />
<li>Positively end the client/mentor relationship</li>
</ul><br /> Four aspects are subject to continuous evaluation and learning. <br /> <br />
<strong>Client</strong><br />
Are we achieving the client’s support and development objectives, short and longer term? <br /> <br />
<strong>Client organisation</strong><br />
Are the business benefits realised and do they represent value-for-money? <br /> <br />
<strong>Relationship</strong><br />
Are the relationships between Client, Client’s organisation, Mentor, Project Mentors and any other key stakeholders working optimally? <br /> <br />
<strong>Process</strong><br />
Is the process being followed and can it be improved? Project Mentors has a host of resources to  support the client and mentor. <br /><br />
<strong>Communications</strong><br /><br />
<li>Restricted and confidential website pages</li>
<li>Email and telephone</li>
</ul><br />
<li>Briefing sheets</li>
<li>Project management books</li>
<li>Project management research journals</li>
<li>Project management conference papers</li>
</ul><br />
<strong>Back-up</strong><br /><br />
<li>Administrative support</li>
<li>Management oversight</li>
<li>Peer group learning</li>
<li>Difference resolution</li>
</ul><br /> Finally we ensure final document hand-over, overall contract closure and that any other organisational process assets are delivered.

Mentor Highlight

David Shannon


Read Project magazine's April 2010 profile of David Shannon as one of their top influencers on project management.…