| 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
|
| Examination |
|
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 |
Oral group exam based on written group
product |
| Number of people in the group |
3-4 |
| Size of written product |
Max. 15 pages |
| Assignment type |
Project |
| Duration |
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 |
Summer |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
|
Description of the exam
procedure
Individual exams can be agreed upon request, also for
groups.
|
|
| 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:
- Strategic alignment: Making the IT strategy ‘fit’ the
enterprise strategy, or vice versa?
- Enterprise systems: The past, present and future of ERP, CRM
& Co.
- Enterprise architecture: Modelling and managing an enterprise
architecture
- IT portfolio management: Assessing the ROI and prioritizing IT
investments
- IT governance: The design of IT organization structures and
governance mechanisms
- IT service management: The efficient and effective provision of
IT services and ITIL
- 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. |
| Feedback during the teaching period |
Students will get feedback in the classroom after
discussion sections.
Further, the online activities entail feedback activities.
There is a special session type, towards the end of the course, to
provide feedback on the projects.
The last minutes of the oral exam will be used to provide final
feedback on the performance. |
| 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 |
17 hours |
| Preparation of exam and exam |
17 hours |
| Total |
206 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.
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