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2015/2016  KAN-CEBUV2027U  Managing Enterprise Architecture and Technology (T)

English Title
Managing Enterprise Architecture and Technology (T)

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 70
Study board
Study Board for BSc/MSc in Business Administration and Information Systems, MSc
Course coordinator
  • 20%
    Matthias Trier - Department of IT Mangement (ITM)
  • 80 %
    Till Winkler - Department of IT Mangement (ITM)
Primary course coordinator: Till Winkler.
Main academic disciplines
  • Corporate governance
  • Information technology
  • Strategy
Last updated on 13-08-2015
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: To be able to...
  • make a case for the strategic role of IT in the enterprise and the need of business/IT alignment
  • explain the purpose and evolution of enterprise systems such as ERP and CRM
  • model business processes, systems and other elements of mature enterprise architectures
  • bring business/IT initiatives into a project portfolio to assess their costs and benefits
  • characterize different IT organization and governance structures in today’s enterprises
  • leverage best-practice frameworks for managing day-to-day IT operations and services
  • critically assess recent technology and sourcing trends such as cloud computing
Managing Enterprise Architecture and Technology:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Group exam, max. 4 students in the group
Individual exams can be agreed upon request, also for groups.
Size of written product Max. 10 pages
For groups, 5 pages would be granted for each additional team member, i.e., max. 15 pages for groups of two, max. 20 pages for groups of three, max. 25 pages for groups of four.
Assignment type Project
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Spring, May/June
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The submission of the project report will be electronic via LEARN.

Course content and structure

“From the back room to the board room” – over the past 10 years, information technology (IT) has turned from a commodity, which was often regarded as a cost factor, to a strategic asset. Being the linking pin between business units, corporate management, and external providers, the IT function in contemporary enterprises has become the expert for maturing the enterprise architecture and driving change. Business and IT managers today require broad interdisciplinary skills, methods and tools for effective IT governance in order to maximize IT’s contribution to the bottom line. 

The course aims to develop the participants' understanding of the crucial links between enterprise strategy, business process needs and IT-driven innovation across diverse enterprise settings, i.e. in maturing companies in both the private and public sectors. Participants are introduced to the basic concepts, practical tools, and theoretical models as well as to recent scholarly research in the area of strategic IT management, enterprise architecture, and IT governance. 

The seven content areas of the course cover, but are not limited to, the following questions: 

  1. Strategic alignment: Making the IT strategy ‘fit’ the enterprise strategy, or vice versa? 
  2. Enterprise systems: The past, present and future of ERP, CRM & Co.
  3. Enterprise architecture: Modelling and managing an enterprise architecture
  4. IT portfolio management: Assessing the ROI and prioritizing IT investments
  5. IT governance: The design of IT organization structures and governance mechanisms
  6. IT service management: The efficient and effective provision of IT services and ITIL
  7. IT outsourcing: Managing IT supply in times of cloud computing 
Teaching methods
The course is taught as an integrated course consisting of lectures and exercises.

The focus of the lectures is to present and discuss some of the most prevalent theoretical models and concepts related to the different topics of the course. Students are required to read and prepare 1-2 papers that will be provided online before each session.

The focus of the exercises is to apply the concepts from class in international case studies from different industries, which includes group work, discussions and mini-presentations. Exercises will be complemented with talks by selected guest speakers from the industry.

At about half of the course, the participants will pick a topic for their group project, work on a practical case and prepare their project presentation to be held in class. The hand-in report should be based on the analysis of this case and demonstrate a link of the specific case problem to academic theory.

Feedback and guidance will be provided for both the project presentation and the writing of the report.
Student workload
Lectures and Exercises 48 hours
Preparation of lectures and exercises (incl. reading) 24 hours
Project group work and writing project report 100 hours
Preparation of project presentation 16 hours
Preparation of exam and exam 18 hours
Further Information

Note: This course has merged and replaced the former Enterprise Architecture (T8) and the former Enterprise Strategy, Business and Technology (B30) courses on the E-BUS programme.

Expected literature

(may still be subject to change)

  • Henderson, J. C. and Venkatraman, N. (1993). Strategic alignment: leveraging information technology for transforming organizations. IBM Syst. J., 38(2-3):472-484.
  • Chan, Y. E. and Reich, B. H. (2007). IT alignment: what have we learned? Journal of Information technology, 22(4):297-315.
  • Scott Bernard (2005) Introduction to Enterprise Architecture. Second Edition. Authorhouse
  • Ross, J. W. (2003). Creating a strategic IT architecture competency: Learning in stages. MIS Quarterly Executive 2 (1), 31-43.
  • Rettig, C. (2007). The trouble with enterprise software. MIT Sloan Management Review, 49(1), 21. ISO 690
  • Weill, P., & Aral, S. (2005). IT savvy pays off: How top performers match IT portfolios and organizational practices.
  • Shollo, A., & Constantiou, I. (2013). IT Project Prioritization Process: The Interplay Of Evidence And Judgment Devices. In The 21st European Conference on Information Systems (ECIS) 2013.
  • Evaristo, J. R., Desouza, K. C., and Hollister, K. (2005). Centralization momentum: the pendulum swings back again. Commun. ACM, 48(2):66-71.
  • Winkler, T. J. and Brown, C. V. (2014). Organizing and configuring the IT function. In Topi, H. and Tucker, A., editors, Computer Science Handbook, Third Edition - Information Systems and Information Technology - Volume 2, pages Chapter 8+. Taylor & Francis.
  • Weill, P. and Ross, J. W. (2005). IT governance on one page. Social Science Research Network Working Paper Series.
  • De Haes, S. and Van Grembergen, W. (2004). IT governance and its mechanisms. Information Systems Control Journal, 1:27-33.
  • Paul, A. D. (2009). Itil Heroes' Handbook: Itil For Those Who Don'T Have The Time. CreateSpace, Paramount, CA.
  • Salling Pedersen, A., & Bjørn-Andersen, N. (2011) Towards a framework for understanding adoption, implementation and institutionalization of ITIL. 2nd Scandinavian Conference on IS & the 34th IRIS Seminar 2011. Turku, Finland. 601-639.
  • Lacity, M. C., Willcocks, L. P., & Khan, S. (2011). Beyond transaction cost economics: towards an endogenous theory of information technology outsourcing. The Journal of Strategic Information Systems, 20(2), 139-157.
  • Loebbecke, C., Thomas, B., & Ullrich, T. (2012). Assessing cloud readiness at Continental AG. MIS Quarterly Executive, 11(1), 11-23.
Last updated on 13-08-2015