Part 1: GENERAL MANAGEMENT
Chapter 1. Beginning at the Beginning
The installation of an ICD is not something you take lightly. So, as a veteran project manager, I quickly did a risk analysis. The question was binary: install, or not install? If not, my best hope was that there would never be a fibrillation, in which case not installing would be the right solution. But if a fibrillation occurred, not having the ICD would most likely lead to a wrong and fatal "solution." This branch of the decision tree favored going ahead with the surgery.
But there was more to consider. While the risk in the surgical procedure itself was
One thing was certain: When the device fires, the recipient experiences what my doctor described as "inconvenience." Certainly, dying without a necessary shock would be more inconvenient, but you can imagine scenarios where an unnecessary firing of the device could put you at risk. I needed to think about this branch of the decision tree.
What could go wrong? The device is pretty simple. It has a long-life battery, a big capacitor, and a software-driven microprocessor. The battery and
Most of my career has been in software development project management. Knowing perhaps too much about how software is developed, I was
I went ahead with the procedure and, so far, the device and I have successfully coexisted for seven years. The data we can read from the device's memory shows that it has gotten ready to fire several times, but only once has the software logic made the decision to pull the trigger. Yes, it was "inconvenient," but not overly so. And I'm glad it worked when I needed it.