So Harvard administrators dreamed up a solution they thought would catapult Harvard into the information age.

Over three years, the Administrative Data Project, as it was then called, consulted with more than 400 members of Harvard's faculties and staff in a review of administrative systems. When then-Provost Albert Carnesale formally announced the newly christened Project ADAPT in April 1996, he called for the faculties to join him and the central administration in developing the system.

"[This project] will require cooperation and adjustment throughout our community," Carnesale then said. "[It] is not just about technology, it's about the way we conduct the business of the University."

And officials from the faculties lined up to provide that cooperation.

From FAS, Knowles provided early praise for the project.

"A major upgrade of our systems is more than overdue," he said then.

From Harvard Medical School, Associate Dean for Finance Cynthia Walker anticipated the project would result in simpler and faster administration.

"Project ADAPT will give us back the time we need," she said. "Our faculty are as eager for these improvements as are our administrative staff."

With everyone at Harvard on board for the ride and promising a highly consultative process, it seemed that ADAPT would be smooth sailing.

Revolving Doors and Sinking Ships

But ADAPT staff turnover and a push to get the system online cut down on consultation between University officials and the faculties that would use ADAPT programs.

Since 1996, the leadership of Project ADAPT has been in constant flux.

Carnesale's pick to lead the project, Deb Mauger, left in 1997. Her successor departed this past summer. Carnesale himself was replaced by Provost Fineberg in 1997.

Today, University Vice President for Finance Elizabeth C. "Beppie" Huidekoper, Fineberg and Moriarty, who serves as the University's chief information officer, control the financial systems that ADAPT built.

With the sole exception of President Neil L. Rudenstine, there remains no senior administrator who has overseen ADAPT since its inception.

Communication between project leaders and the faculties was at times tenuous. A rotating leadership did nothing to help.