ERP
HEAD
TO
HEAD™
Compare the leading ERP products at 1 event
Find out more
ERP HEAD TO HEAD™
  1. Home
  2. Blogs
  3. Splitting Responsibilities: ERP Project Manager vs. Change Manager

Splitting Responsibilities: ERP Project Manager vs. Change Manager

In an ERP implementation, the roles of Project Manager (PM) and Change Manager (CM) are crucial to success. Though their responsibilities may sometimes appear to overlap and while both need to be the “face” of the project to different stakeholders, their core focus areas are distinct.

The Project Manager is responsible for delivering the project on time, on budget, and within scope. They manage timelines, resources, and risks. The Change Manager, on the other hand, concentrates on the human side—ensuring that the organisation’s people are prepared for the new system and processes. Their key role is driving user adoption, managing resistance, and supporting employees through the transition.

Task Splitting: Clear Responsibilities

Here’s how you can split the responsibilities between the two roles:

Project Planning

  • The PM focuses on the project’s overall delivery, while the CM integrates change management activities, ensuring that staff are ready for key project milestones.

Stakeholder Engagement

  • The PM reports on project progress and risks, while the CM works with leadership and staff to build support and manage expectations around the impacts of change.

Communication

  • The PM provides technical updates, while the CM ensures stakeholders understand the reasons for the change, and what it means for them.

Change Impact Management

  • The CM is responsible for identifying business process changes, determining the impacts these will have on workforce roles, and guiding the organisation through the change process.

Training

  • The CM oversees the assessment of learning needs, the development of training materials, and the successful delivery of training programs.

Cutover for Go-Live

  • The PM coordinates the technical aspects of the cutover, including system readiness and data migration, to ensure a smooth transition from old systems to the new ERP. The CM prepares employees for go-live by managing communications about cutover timing, supporting last-minute training needs, and ensuring that staff are ready to operate effectively within the new system from day one.

 

Splitting Responsibilities ERP Project Manager vs. Change Manager Blog

Combining Roles for Smaller Projects

Lumenia is often asked if it’s possible to combine the roles of PM and CM.
For smaller projects, a single person can manage both project delivery and change management, provided they are equipped with both the technical and people-focused skillsets needed for a successful implementation. The key is to maintain clear communication with stakeholders and end users, ensuring that the project is delivered efficiently while also preparing the organisation for successful adoption. 

While combining the roles of PM and CM may work in these circumstances, it’s important to be aware of the risks, especially during the most critical phases, like go-live. During these busy periods, the volume of work can overwhelm a single person managing both technical delivery and user adoption. 

Often, it’s the change management tasks that suffer when the pressure mounts. Overloaded with project deadlines, the combined role may neglect vital communication, training, or support activities. This can lead to poor user adoption, resistance to the system, and ultimately jeopardise the project’s success. Organisations should carefully assess the skillset and capacity of the individual before deciding to merge these roles, particularly for larger or more complex ERP implementations.

To mitigate these risks, organisations could consider appointing change agents—trusted employees who act as advocates for the project within their teams, providing guidance and support. Change agents can help bridge the gap in change management by sharing information, identifying early signs of resistance, and offering on-the-ground support to colleagues. Additionally, organisations may consider engaging outside change management consultants who bring specialised expertise and focus, particularly during high intensity phases of the project. Lumenia offers such services, providing experienced consultants to support successful ERP adoption and user engagement.

Whether the roles are separate or combined, having a structured approach ensures a smooth ERP implementation and higher user engagement.

This blog was written by Jim Goodison, Principal Consultant at Lumenia. For further information please send an email to Jim Goodison.