People, Processes and Tools have been undergoing a period of rapid change and transition due to the dynamic and widespread use of information technology, thus freeing business units from their manual procedures and engaging them into the realms of unbounded automation. These changes arise from forces internal and external across the level, size, and type of the organization. They have caused organizations to rethink, re-brand and re-strategizes their missions, identities, and reputation, and to attune to the global business market place demands. The main theoretical thrust used in this case is a systems theoretical approach, looking at the organization as existing in a dynamic environment and liable to be affected by internal and/or external changes in the system. We describe a change management strategy for an Information Technology and Communication (ITC) Environment in a Utility Organization. Change management is critical for the continued success and vitality of the ITC as it provides clarity to the development process and allows for easy integration of new ideas while help in maintain consistency and predictability across People, Process and TooL The document begins by laying out change management principles for performing organizations. We describe a case study at Saudi Electricity Company (SEC) covering change management rules and procedures. Based on these principles, we elaborate on guidance for change management during development of flow components and other resources, and communication procedures required to manage change within the ITC in a way that is efficient and transparent to all partners.
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