The implementation of an ERP system could be defined as a complex project related to profound changes. In order to provide governance and coordinate emerging changes, proper management is crucial. A deviating approach from the norm would be that ERP consultants accept sole responsibility for change management. The purpose of this paper is to describe how ERP consultants could help and support affected people in relation with change management. Furthermore, to elaborate the impact associated with the takeover of change management. A literature research was used to gain theoretical findings. Additionally, an empirical research consisting of a qualitative method formed the basis of the thesis. As part of the data collection, eight experts conducted interviews to get the relevant data for the thesis from ERP project managers. Once the data was collected, it was analyzed by using the qualitative content analysis after Mayring. The findings of the research make it clear, that the focus of ERP consultants is rather on technical than organizational changes. Nevertheless, communication related to change management plays a decisive role. Especially, the focus on the key user and providing the right customer service is vital. The role and responsibility of ERP project manager to implement change management depends on the following factors, the size of the project, competencies in unfamiliar organizations, additional costs and time as well as traceability of benefits. Finally, there are a few ways to support the customer in the context of change management, but a differentiated understanding among the stakeholders predominates. Certainly, the ERP consultants look at change management as a task, which needs to be achieved and assigned by customers.