Duke and Central Michigan, for example, used the big bang approach, but, in retrospect, they would have preferred an implementation in phases. This attention includes assessing departmental needs, making changes to hardware, providing consultation on departmental activities, and conducting training within the department. This attention will also ensure that departments are ready to bring up the new integrated system according to their schedules and needs. In the Task Force s viewpoint, when each department succeeds, the University succeeds. Liaisons provide support and assistance to academic and administrative departments to ensure that each department s unique needs and issues are met.
Liaisons act as translators for the academic departments.
They relay the departmental needs for the system and explain how the new system can serve the department. Liaisons must be trusted administrative staff from the University who can meld the University's culture to the system s features. Liaisons provide consultation on the new administrative system and can improve the business processes used by a department. Liaisons act as trainers, consultants, and advocates for departments during the system's implementation. This role is similar to that of the Local Support Partner who acts as liaison between ITC and departments on technical issues.