The rapid growth of information technology (IT), combined with the provisions of the American Recovery and Reinvestment Act (ARRA) of 2009, has led to a paradigm shift in healthcare documentation and recordkeeping, resulting in widespread implementation of healthcare information technology (HIT). Successful HIT integration requires an astute blend of traditional project management techniques with the distinctive theories of change and IT administration (Coplan & Masuda, 2011). As a future leader in the field of nursing informatics, it is inevitable that I take an active role in managing HIT projects. In this article, I describe my personal insights into the unique process of implementing technological change in the healthcare industry. Scientific resources We can learn a lot from the experience of others; and, for this reason, I chose to examine the implementation practices of three health care organizations. In 2006, Jefferson University Physicians (JUP) began adopting the Physician Quality Reporting System (PQRS), a pay-for-performance (P4P) initiative proposed by the Centers for Medicare & Medicaid Services (CMS) (Berman et al., 2013). Since this project was one of the first attempts to integrate HIT, their analysis of the process provides an excellent example of traditional project management techniques. Similarly, the Minnesota Hospital Association (MHA) participated in a pilot project in 2007 to evaluate the benefits of creating a hybrid database of clinical and administrative data (Pine et al., 2012). However, this project involved an in-depth analysis of interoperability and thus described various IT management approaches. Finally, the electronic health record (EHR) implementation process of Glide Health Services (GHS), a nurse-managed health center (NMHC), was selected to illustrate the value of including health practices. change management (Dennehy et al., 2011). for the management of HIT projectsAlthough the text of the Project Management Institute (PMI, 2013) claims to be a guide and is not “applied uniformly to all projects” (p. 2); I find the traditional methods described to be incompatible with the vagaries and cultural complexities associated with HIT projects. Coplan and Masuda (2011) suggest the integration of change management practices and IT to facilitate projects in the unpredictable world of healthcare. Furthermore, I assert, and will illustrate in the following sections, that careful consideration of what I call the 3Cs (communication, collaboration, and compassion) further enables the smooth completion of HIT projects. CommunicationIt is undeniable that effective communication is a prerequisite for the success of any project.