ERP Change Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends ERP Project Managers, Business Change Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-ES-029

Before you join: Participants should have experience supporting, managing or working alongside an ERP project, business transformation initiative or major systems implementation.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

ERP programmes change more than software screens. They alter transaction ownership, approval controls, master-data responsibilities, reporting routines and the way managers supervise work. A technically sound deployment can still miss benefits when users receive unclear messages, training does not match their role, local leaders do not address concerns, or post-go-live support fails to resolve workarounds. Project managers need a disciplined approach for treating adoption as a managed delivery workstream rather than a late-stage communications task.

This course equips participants to plan, govern and measure change for ERP implementations, upgrades and rollout waves. Participants assess process and role impacts, segment stakeholder groups, build sponsor and manager plans, develop role-based learning approaches, prepare go-live readiness evidence and establish hypercare support. The course uses Prosci ADKAR, Kotter's eight-step process, RACI matrices, RAID logs, change impact assessments and benefits realisation measures. Attention is given to common ERP pressures: process standardisation, local variation, security-role changes, data ownership, cutover disruption and adoption across multiple sites.

Teaching combines focused instructor briefings with realistic ERP cases, group analysis, planning simulations and structured review of participant scenarios. Participants work through the decisions faced by a project manager coordinating business process owners, implementation partners, functional leads, sponsors and operational managers. They leave with a practical ERP change management plan structure, including stakeholder, impact, communications, training, readiness, hypercare and measurement components that can be adapted to an active programme.

The course is suited to professionals managing ERP-related business change where delivery success depends on sustained user adoption and measurable operational outcomes.

What you will be able to do

  • Assess ERP change impacts using process, role and stakeholder analysis.
  • Develop a stakeholder engagement plan using power-interest and persona analysis.
  • Create sponsor and manager actions using ADKAR and Kotter methods.
  • Design role-based ERP training paths, super-user coverage and competency checks.
  • Prepare communications and resistance response plans for affected user groups.
  • Evaluate go-live readiness using evidence-based criteria and risk ratings.
  • Measure adoption and benefits using behavioural, operational and control indicators.
  • Construct an integrated ERP change plan linked to programme governance.

Benefits of attending

For you

  • Produce credible change workstream plans for ERP implementation proposals and projects
  • Identify adoption risks before they become go-live or hypercare incidents
  • Lead informed discussions with sponsors, process owners and implementation partners
  • Translate ERP design decisions into practical people, process and training actions
  • Build evidence for readiness decisions and post-go-live improvement priorities

For your organisation

  • Reduces disruption caused by unclear roles, late training and unmanaged resistance
  • Improves user adoption of standard processes, controls and required transactions
  • Provides clearer readiness evidence for deployment, cutover and hypercare decisions
  • Links change activities to measurable benefits, operational performance and compliance
  • Strengthens coordination between project teams, business leaders and service support

Course modules

10 modules over 5 days

Participants can frame ERP adoption as a governed delivery workstream linked to business benefits.

  • ERP programme objectives translated into stakeholder-specific change outcomes
  • Process standardisation trade-offs between local practices, controls, and data quality
  • Change saturation assessed against concurrent initiatives and operational peak periods
  • Benefits dependency mapping links adoption behaviours to business case measures
  • Project governance distinguishes design decisions, change decisions, and escalation routes
  • ERP lifecycle milestones aligned with change-management decision gates

Participants can prioritise ERP stakeholders and create targeted engagement plans.

  • Stakeholder mapping identifies sponsors, process owners, super users, and resisters
  • Power-interest grids prioritise engagement for high-influence stakeholder groups
  • Persona analysis captures role-specific tasks, concerns, and preferred channels
  • Stakeholder interviews test assumptions about readiness, incentives, and constraints
  • Change network design defines local champion coverage and reporting lines
  • Engagement plans specify messages, owners, timing, and feedback mechanisms

Participants can assess and prioritise process, role and workforce impacts from ERP design decisions.

  • Current-to-future process comparison identifies changed transactions, controls, and handoffs
  • Change impact assessment scores magnitude, affected populations, and timing
  • Role mapping connects ERP security roles with revised responsibilities
  • Segmentation separates users by process complexity, frequency, and risk exposure
  • Impact registers trace configuration decisions to workforce and customer consequences
  • Heat maps prioritise interventions using impact, readiness, and business criticality

Participants can equip sponsors and line managers to lead visible ERP change actions.

  • Prosci ADKAR diagnoses awareness, desire, knowledge, ability, and reinforcement gaps
  • Kotter's eight-step process positions urgency, coalition, vision, and anchoring
  • Sponsor roadmaps define visible leadership actions at critical deployment points
  • Leader talking points connect ERP design choices with operational priorities
  • Manager enablement equips supervisors for local conversations and resistance handling
  • Escalation protocols route unresolved people issues through programme governance

Participants can plan two-way communications and respond systematically to resistance.

  • Audience-message matrices match change messages to role-specific concerns
  • Communication calendars coordinate sponsor briefings, manager cascades, and release notices
  • Two-way channels collect questions, rumours, and usability concerns
  • Resistance analysis distinguishes skill gaps, incentive conflicts, and design defects
  • Resistance response plans assign owners, interventions, due dates, and closure evidence
  • Listening sessions convert qualitative feedback into tracked change actions

Participants can design role-based ERP learning and super-user support arrangements.

  • Training needs analysis links transactions, roles, proficiency levels, and deployment waves
  • Curricula separate awareness, process understanding, system navigation, and exception handling
  • Role-based learning paths sequence prerequisite knowledge before transaction practice
  • Super-user models define selection criteria, capacity, coaching, and floor-support duties
  • Training environment governance controls data refreshes, access, scenarios, and defects
  • Competency assessments set pass criteria and remedial learning routes

Participants can prepare readiness evidence, cutover communications and early-life support plans.

  • Readiness criteria cover process ownership, data quality, training, support, and access
  • Go-live readiness assessments combine evidence reviews, surveys, and risk ratings
  • Cutover communications specify user actions, downtime, contacts, and contingency procedures
  • Hypercare staffing models plan command centres, floor walkers, and triage queues
  • Service desk knowledge articles address common transactions and known errors
  • Business continuity procedures protect critical operations during ERP disruption

Participants can measure ERP adoption and connect change activity to operational benefits.

  • Adoption metrics distinguish system access, transaction completion, proficiency, and compliance
  • KPIs connect behavioural adoption to cycle time, error rates, and controls
  • Dashboard design combines leading indicators with lagging operational outcomes
  • Benefits realisation plans assign owners, baselines, targets, and review cadence
  • Post-go-live surveys identify confidence gaps and recurring process workarounds
  • Corrective actions address low adoption through coaching, design, or policy changes

Participants can govern ERP change work alongside delivery plans, risks and decisions.

  • Integrated change plans align design, build, test, deployment, and stabilisation workstreams
  • RACI matrices clarify accountability among sponsors, project managers, and process owners
  • RAID logs capture people risks, assumptions, issues, and decision dependencies
  • Change control evaluates adoption consequences of late configuration requests
  • Vendor and implementation-partner roles are governed through agreed change deliverables
  • Steering committee packs present readiness evidence, decisions, and exception requests

Participants can assemble a prioritised ERP change plan for their own delivery context.

  • Case diagnosis converts ERP programme evidence into prioritised change interventions
  • Sequenced change roadmaps coordinate sponsorship, communications, training, and hypercare
  • Resource estimates size change-team capacity by deployment wave and population
  • Personal application plans identify immediate stakeholder, impact, and readiness actions
  • Peer review tests plan assumptions against delivery constraints and governance
  • Implementation commitments define first actions, owners, dates, and evidence

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. ERP change management plan template
  2. Stakeholder and persona analysis template
  3. Change impact assessment register
  4. Sponsor and manager action roadmap
  5. Go-live readiness checklist
  6. Adoption and benefits measurement dashboard

Who should attend

  • ERP Project Managers — responsible for adoption, readiness and delivery coordination
  • Business Change Managers — planning workforce transition around ERP process changes
  • Programme Managers — governing multiple workstreams, rollout waves and business dependencies
  • Business Process Owners — accountable for standard processes, controls and user adoption
  • Implementation Managers — coordinating business teams, vendors and functional delivery leads
  • PMO Managers — establishing change reporting, RAID controls and governance routines

Skills and tools covered

ERP change planningStakeholder engagementChange impact assessmentTraining designGo-live readinessAdoption measurement

Tools and standards

Prosci ADKAR model, Kotter's 8-Step Process, RACI matrix, RAID log

How the course runs

Training methodology

The course combines short instructor briefings with ERP implementation cases, facilitated group analysis, planning simulations and peer review. Participants examine realistic issues such as standardising purchase approvals, changing finance close procedures, introducing warehouse scanning or replacing spreadsheet-based reporting. They apply change impact assessment, stakeholder mapping, ADKAR diagnosis, readiness criteria and adoption measures to build practical work products. Individual application planning helps participants connect course methods to their own programme, project phase or rollout wave.

Requirements and prerequisites

Participants should have experience supporting, managing or working alongside an ERP project, business transformation initiative or major systems implementation. Familiarity with core project management terms such as scope, milestones, risks, stakeholders and governance is assumed. Participants should understand that ERP systems support functions such as finance, procurement, supply chain, human resources or customer operations. Prior experience with SAP, Oracle, Microsoft Dynamics or another specific ERP platform is helpful but not required. No technical configuration, coding, data migration or organisational psychology qualification is required.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand the basic structure of a project and have some exposure to ERP or business systems change. You do not need technical ERP configuration experience or a specific vendor certification.

Bring details of an ERP project, upgrade, rollout or process change you expect to support. A current project plan, stakeholder list or known adoption issue will help you create a more relevant application plan.

It is designed primarily for ERP project managers, business change managers, programme managers, process owners and PMO professionals. It also suits implementation managers responsible for coordinating business adoption with functional and technical teams.

The course applies change methods specifically to ERP decisions, including role redesign, transaction training, process standardisation, cutover and hypercare. General change concepts are used, but all planning tools and cases focus on ERP delivery conditions.

You can use the impact register, stakeholder plan, readiness checklist and adoption measures on a current project workstream. The methods also help when preparing steering committee decisions or challenging whether a deployment is ready.

The five days provide approximately 32.5 contact hours from 08:30 to 16:30. Time is divided across ten teaching modules, with instructor input, case analysis, group planning, simulations and application planning throughout.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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