Internal creative agency of over 175 people. There is no "dedicated" Workfront position, but we divide and conquer. We have a small Operations team dedicated to tech management and tasks (DAM, workstations, Workfront, cost tracking, eComm asset management, pre-corporate help desk support, training, documentation, etc.). From that team:
I should be the primary WF admin, but because of the way HR/pay related data is not cordoned-off (since I do not have need-to-know access for contractor pay), I will be a SysAdmin during configuration and launch, but downgraded to as an high an access as I can without being able to see billing rates for individuals, which will lock me out of quite a bunch of other admin functions. I'm the Associate Operations Manager for the agency. The idea is that I have full SysAdmin until just before launch when the pay information goes in for individuals, then I get downgraded so I can't see it.
The Operations Manager (my manager), will be the lead SysAdmin after launch and we are tag-teaming the launch and configuration; she's a process wizard. Probably going to have to figure out some way to do the admin'ing together post-launch with me helping over her shoulder as needed.
We have a single source for our contractors, and that company needs direct access to get data for paying said contractors (they are a long-time trusted partner who are embedded in our group). So they will be SysAdmins 2 and 3 post-launch, but will stay away from anything that doesn't have to do with the specific function of paying people.
So that's 4 people part-timing. Both myself and my manager don't manage WF full-time, and rather hope the duties lessen as time goes on and we get into a maintenance mode. If WF can find some way to silo the pay and HR-like features then we could reduce from four to three people. If WF was better able to manage accurate pay data (such as overtime), then we could go from three to two people (one part-time admin, one finance/payroll person). At least, that's the theory. :-) Kevin Quosig