The objective of the present study is to identify, describe and understand the strategic process of constitution of a Change Management department for the SAP, type of ERP (Enterprise Resource Planning System), implementation project of a major company of the mining sector. Thereunto, eleven managers of the project were interviewed. Also, documents from other SAP implementation projects held by this same company and documents from the current project were analyzed. The Speech Analysis methodology was adopted, which allowed the creation of six analysis categories: (1) Importance of the project; (2) Success factors; (3) Importance of the change management department; (4) Implementation phases; (5) Change management department creation process and (6) Dealing with the change. The results achieved by the interviews analysis suggest that the lack of involvement of the leadership on the previous projects; the complete or partial outsourcing of some activities (i.e. Change management) for a third party service provider and the misunderstanding of the importance of the project by some company’s business units were key factors for the decision of constituting a specific Change management department made of the own company’s employees, besides other strategic changes done on the current project.