Once we convinced him and showed him how it would wind up saving us money in support costs by locking down systems, then I had no problems. However, not all outfits show the same degree of esprit de corps. I talked to one firm where the CFO was adamant that he was not going to have his system or the systems of his senior managers locked down, no matter what. Defining computing needs for your staff can mean jousting with a certain sense of entitlement throughout the ranks, according to O'Connell. If you decide to lock down desktops, the first step is to analyze the workforce, draw up categories and create a formal methodology for getting the appropriate systems images out to users.
Most large organizations have a pretty good handle on that.
Where it starts to fall apart for a lot of them is where you have users who have unusual needs. Although measuring the effects such tactics have on productivity and operating costs can be daunting, some ready indicators suggest themselves. Yet, while locking down systems may seem to offer a surefire way to cut expenses, organizations need to weigh the cost of implementation and other factors. Control itself adds costs, so you have to take a look at the benefits and what you're trying to achieve. Related links Bowen is a freelance writer.