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Part 2: Project Inputs

In last month’s issue we introduced the Input-Transform-Outcome (ITO) model and its distinction from the traditional Input-Process-Output (IPO) model. In this article, we will introduce the concept of ‘Inputs’ and its characteristics according to the ITO model.

The chronology of the ITO model runs from left to right, where inputs (or project resources) are first directed towards project activities. Inputs represent economic resources that are consumed during the execution of a process. Within projects, inputs can take two forms:

a) Labour: measured in working hours

b) Funds or resources: measured in dollars

A key benefit of establishing inputs is the ability to use them in setting measures for project performance. To do this the Labour component must also be converted to a dollar value. For instance, Project A has the following requirements:

Funds / Resources: $15000

Labour: 100 hours @ $50 / hour

Total value of input for Project A will be $20,000. This amount provides a value for the initial investment against which Project A’s performance can be tracked.

It must be noted that ‘information’ is not considered a form of input. While information is captured and utilised during the project, the creators of this model argue that it is not consumed during process execution and therefore, cannot be termed an input.

Interested to know more?  In the next issue of The Link, this series will discuss Process and Outputs elements of the ITO model.

For feedback or comments email us at: projects@anu.edu.au

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by: Sharmeen Hussain

Updated: 15 August 2012/ Responsible Officer: Director, IS / Page Contact: ITS Project Office